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| Criterion |  Operations Kaizen Event |  Systems Thinking Systems Mapping |  Operations 5 Whys |
|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 0.5-5 Tage | 1-3 h | 15-30 min |
Participantsdifferent | 4-10 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | System Map, Dependencies, Leverage Points | Root cause notes, Countermeasures |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingMappingBoundariesChange | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
