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| Criterion |  Operations PDCA Cycle |  Systems Thinking Leverage Points |  Operations Kaizen Event |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 1 h bis mehrere Wochen | Half day | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Leverage Map, Action Strategy | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Continuous improvementLeanExperiments | Systems thinkingChangeStrategy | LeanContinuous improvementOperations | ChangeDecisionStrategy |