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| Criterion |  Operations A3 Problem Solving |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 45-90 min | Half day | 2-4 h | 30-120 min |
Participantsdifferent | 2-5 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | LeanObservationProcessOperations |