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| Criterion |  Operations DMAIC |  Systems Thinking Future Reality Tree |  Product Strategy DIBB |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | High | High | Low | High |
Timedifferent | 2-12 Wochen | 2-4 h | 1-2 h | Half day |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | DIBB document, Belief list, Bet list, Learning report | Leverage Map, Action Strategy |
Tagsno overlap | Continuous improvementQualityProcess improvement | Theory of ConstraintsSystems thinkingChange | StrategyDecisionAssumptionsHypothesis | Systems thinkingChangeStrategy |