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| Criterion |  Operations Kaizen Event |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 0.5-5 Tage | Half day | 1-3 h | 2-4 h |
Participantsdifferent | 4-10 | 3-12 | 3-12 | 3-8 |
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 | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange | Theory of ConstraintsSystems thinkingChange |