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| Criterion |  Operations ABC Analysis |  Systems Thinking Systems Mapping |  Operations Kaizen Event |  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. | 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. | 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 | Medium | High |
Timedifferent | 30-60 min | 1-3 h | 0.5-5 Tage | 2-4 h |
Participantsdifferent | 1-5 | 3-12 | 4-10 | 3-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | System Map, Dependencies, Leverage Points | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | PrioritizationOperationsPortfolio | Systems thinkingMappingBoundariesChange | LeanContinuous improvementOperations | Theory of ConstraintsSystems thinkingChange |