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| Criterion |  Operations Visual Management |  Operations Kaizen Event |  Agile Starfish Retrospective |  Operations PDCA Cycle |
|---|---|---|---|---|
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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 0.5-5 Tage | 45-90 min | 1 h bis mehrere Wochen |
Participantsdifferent | 1-20 | 4-10 | 4-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Starfish Board, Practice Changes, Experiments | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | SignalsOperationsVisual management | LeanContinuous improvementOperations | RetrospectiveImprovementExperimentsTeam | Continuous improvementLeanExperiments |