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| Criterion |  Operations Kaizen Event |  Systems Thinking Leverage Points |  Operations After-Action Review |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 0.5-5 Tage | Half day | 20-45 min | 15-60 min je Zyklus |
Participantsdifferent | 4-10 | 3-12 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Leverage Map, Action Strategy | Lessons learned, Action items, Event summary | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingChangeStrategy | LearningOperationsImprovement | DecisionChangeLearningStrategy |