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| Criterion |  Operations Kaizen Event |  Systems Thinking Systems Mapping |  Domain Modeling Domain Context Map |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 0.5-5 Tage | 1-3 h | 1-3 h | 45-90 min |
Participantsdifferent | 4-10 | 3-12 | 3-10 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | System Map, Dependencies, Leverage Points | Domain Context Map, Boundary Notes, Ownership Map | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingMappingBoundariesChange | Domain-Driven DesignContextBoundaries | LeanProblem solvingCoachingOperations |