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| Criterion |  Systems Thinking Futures Wheel |  Operations ALPEN Method |  Operations Process Mapping |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | Medium | Low |
Timedifferent | 60-120 min | 10-20 min daily | 1-3 h | 30-120 min |
Participantsdifferent | 3-10 | 1 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Daily Plan, Time Estimates, Review Notes | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas |
Tagsno overlap | ForesightSystems thinkingSignals | PlanningTime managementProductivityOperations | ProcessOperationsImprovement | LeanObservationProcessOperations |