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| Criterion |  Operations Kaizen Event |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 0.5-5 Tage | 45-90 min | Half day | 45-90 min |
Participantsdifferent | 4-10 | 3-12 | 3-12 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | ChangeDecisionStrategy | Systems thinkingChangeStrategy | LeanProblem solvingCoachingOperations |