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| Criterion |  Systems Thinking Future Reality Tree |  Systems Thinking Futures Wheel |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | 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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 2-4 h | 60-120 min | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 3-8 | 3-10 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Futures Wheel, Consequence Chains, Strategic Signals | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | ForesightSystems thinkingSignals | LeanObservationProcessOperations | LeanContinuous improvementOperations |