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| Criterion |  Operations Kaizen Event |  Systems Thinking Futures Wheel |  Systems Thinking Leverage Points |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | 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. | 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 | 0.5-5 Tage | 60-120 min | Half day | 30-120 min |
Participantsdifferent | 4-10 | 3-10 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Futures Wheel, Consequence Chains, Strategic Signals | Leverage Map, Action Strategy | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | ForesightSystems thinkingSignals | Systems thinkingChangeStrategy | LeanObservationProcessOperations |