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| Criterion |  Systems Thinking CATWOE Analysis |  Operations Kaizen Event |  Facilitation Expectation Mapping |  Operations PDCA Cycle |
|---|---|---|---|---|
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. | 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 | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 0.5-5 Tage | 45-90 min | 1 h bis mehrere Wochen |
Participantsdifferent | 3-8 | 4-10 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expectation Map, Alignment Notes, Agreements | PDCA Log, Experiment Plan, Learning Outcome, Standard Change |
Tagsno overlap | Systems thinkingFramingStakeholders | LeanContinuous improvementOperations | AlignmentStakeholdersTeam | Continuous improvementLeanExperiments |