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| Criterion |  Systems Thinking Futures Wheel |  Operations Standard Work Analysis |  Operations DMAIC |  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. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | 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 | 1-3 h | 2-12 Wochen | 30-120 min |
Participantsdifferent | 3-10 | 2-6 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Observation Notes, Improvement Ideas |
Tagsno overlap | ForesightSystems thinkingSignals | LeanProcessQuality | Continuous improvementQualityProcess improvement | LeanObservationProcessOperations |