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| Criterion |  Operations Kaizen Event |  Systems Thinking Leverage Points |  Systems Thinking Evaporating Cloud |  Product Strategy DIBB |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 0.5-5 Tage | Half day | 60-120 min | 1-2 h |
Participantsdifferent | 4-10 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Leverage Map, Action Strategy | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingChangeStrategy | Theory of ConstraintsAssumptionsSystems thinking | StrategyDecisionAssumptionsHypothesis |