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| Criterion |  Operations Kaizen Event |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 0.5-5 Tage | Half day | 1-3 h | 45-90 min |
Participantsdifferent | 4-10 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange | ChangeDecisionStrategy |