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| Criterion |  Operations Kaizen Event |  Systems Thinking Current Reality Tree |  Operations Barrier Analysis |
|---|---|---|---|
Purposedifferent | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 0.5-5 Tage | 2-6 h | 2-4 h |
Participantsdifferent | 4-10 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Current Reality Tree, Core Problems, Intervention Ideas | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingRoot causeConstraintsCausality | Root causeSafetyIncident |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
