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| Criterion |  Operations Kaizen Event |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  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. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | High | Low |
Timedifferent | 0.5-5 Tage | Half day | 2-4 h | 30-120 min |
Participantsdifferent | 4-10 | 3-12 | 3-8 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | LeanObservationProcessOperations |