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| Criterion |  Operations PDCA Cycle |  Systems Thinking Causal Loop Diagram |  Operations Kaizen Event |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 1 h bis mehrere Wochen | 1-3 h | 0.5-5 Tage | 2-6 h |
Participantsdifferent | 1-8 | 2-8 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Causal Loop Diagram, Feedback Notes, Leverage Points | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Continuous improvementLeanExperiments | FeedbackSystems thinkingCausalityDynamics | LeanContinuous improvementOperations | Systems thinkingRoot causeConstraintsCausality |