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| Criterion |  Systems Thinking CATWOE Analysis |  Operations Kaizen Event |  Facilitation Expectation Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | Medium | Low | Low |
Timedifferent | 45-90 min | 0.5-5 Tage | 45-90 min | 30-120 min |
Participantsdifferent | 3-8 | 4-10 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expectation Map, Alignment Notes, Agreements | Observation Notes, Improvement Ideas |
Tagsno overlap | Systems thinkingFramingStakeholders | LeanContinuous improvementOperations | AlignmentStakeholdersTeam | LeanObservationProcessOperations |