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| Criterion |  Operations Kaizen Event |  Systems Thinking Leverage Points |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 0.5-5 Tage | Half day | 1-2 h | 60-90 min |
Participantsdifferent | 4-10 | 3-12 | 4-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Leverage Map, Action Strategy | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingChangeStrategy | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |