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| Criterion |  Operations Kaizen Event |  Systems Thinking Systems Mapping |  Domain Modeling Bounded Context Canvas |  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. | 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. | When a business context is still loosely outlined, it shapes language, responsibility, and integration space. It clarifies what belongs together and where a boundary needs to hold. | 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 | Medium | Medium | High |
Timedifferent | 0.5-5 Tage | 1-3 h | 1-3 h | 2-4 h |
Participantsdifferent | 4-10 | 3-12 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | System Map, Dependencies, Leverage Points | Context Canvas, Glossary, Integration Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingMappingBoundariesChange | Domain-Driven DesignBoundariesModeling | Theory of ConstraintsSystems thinkingChange |