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| Criterion |  Systems Thinking Leverage Points |  Operations Kaizen Event |  Decision Making Delphi Method |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 0.5-5 Tage | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-12 | 4-10 | 6-30 Experten | 2-5 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Systems thinkingChangeStrategy | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | LeanProblem solvingCoachingOperations |