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| Criterion |  Systems Thinking CATWOE Analysis |  Operations Visual Management |  Operations PDCA Cycle |  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. | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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 | Low | Low | Low |
Timedifferent | 45-90 min | Ongoing | 1 h bis mehrere Wochen | 30-120 min |
Participantsdifferent | 3-8 | 1-20 | 1-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Visual Board, Status Indicators, Exception Cues | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Observation Notes, Improvement Ideas |
Tagsno overlap | Systems thinkingFramingStakeholders | SignalsOperationsVisual management | Continuous improvementLeanExperiments | LeanObservationProcessOperations |