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| Criterion |  Operations Kaizen Event |  Systems Thinking Systems Mapping |  Systems Thinking Future Reality Tree |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 0.5-5 Tage | 1-3 h | 2-4 h | 30-120 min |
Participantsdifferent | 4-10 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | System Map, Dependencies, Leverage Points | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanContinuous improvementOperations | Systems thinkingMappingBoundariesChange | Theory of ConstraintsSystems thinkingChange | LeanObservationProcessOperations |