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| Criterion |  Operations Gemba Walk |  Operations ABC Analysis |  Systems Thinking Future Reality Tree |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 30-120 min | 30-60 min | 2-4 h | 1-5 Tage |
Participantsdifferent | 2-6 | 1-5 | 3-8 | 4-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | Theory of ConstraintsSystems thinkingChange | ChangeSystems thinkingCapability |