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| Criterion |  Systems Thinking Futures Wheel |  Operations Kaizen Event |  Decision Making Delphi Method |  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. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | Medium | High | Low |
Timedifferent | 60-120 min | 0.5-5 Tage | 1-4 Wochen | 30-120 min |
Participantsdifferent | 3-10 | 4-10 | 6-30 Experten | 2-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | ForesightSystems thinkingSignals | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | LeanObservationProcessOperations |