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| Criterion |  Operations Visual Management |  Operations Kaizen Event |  Agile Starfish Retrospective |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 0.5-5 Tage | 45-90 min | 45–75 min |
Participantsdifferent | 1-20 | 4-10 | 4-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | SignalsOperationsVisual management | LeanContinuous improvementOperations | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam |