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| Criterion |  Operations Gemba Walk |  Operations PDCA Cycle |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 30-120 min | 1 h bis mehrere Wochen | 1-5 Tage | Half day |
Participantsdifferent | 2-6 | 1-8 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy |
Tagsno overlap | LeanObservationProcessOperations | Continuous improvementLeanExperiments | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy |