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| Criterion |  Operations PDCA Cycle |  Systems Thinking System Dynamics Simulation |  Systems Thinking Stock and Flow Diagram |  Operations Kaizen Event |
|---|---|---|---|---|
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. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 1 h bis mehrere Wochen | Mehrere Tage bis Wochen | 2-6 h | 0.5-5 Tage |
Participantsdifferent | 1-8 | 1-5 Modellierende, Stakeholder asynchron | 1-6 | 4-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Simulation Model, Scenario Reports | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | Continuous improvementLeanExperiments | Systems thinkingDynamicsSimulationAnalysis | DynamicsSimulationFeedbackSystems thinking | LeanContinuous improvementOperations |