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| Criterion |  Operations PDCA Cycle |  Systems Thinking System Dynamics Simulation |  Operations Kaizen Event |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | 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 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | Mehrere Tage bis Wochen | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 1-8 | 1-5 Modellierende, Stakeholder asynchron | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Simulation Model, Scenario Reports | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | Continuous improvementLeanExperiments | Systems thinkingDynamicsSimulationAnalysis | LeanContinuous improvementOperations | FeedbackSystems thinkingCausalityDynamics |