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| Criterion |  Operations Kaizen Event |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 0.5-5 Tage | Half day | 45-90 min | 1-4 Wochen |
Participantsdifferent | 4-10 | 3-12 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingChangeStrategy | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |