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| Criterion |  Operations ABC Analysis |  Systems Thinking Systems Mapping |  Operations Gemba Walk |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-60 min | 1-3 h | 30-120 min | 2-4 h |
Participantsdifferent | 1-5 | 3-12 | 2-6 | 3-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | System Map, Dependencies, Leverage Points | Observation Notes, Improvement Ideas | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | PrioritizationOperationsPortfolio | Systems thinkingMappingBoundariesChange | LeanObservationProcessOperations | Theory of ConstraintsSystems thinkingChange |