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| Criterion |  Operations Process Mapping |  Systems Thinking Current Reality Tree |  Operations 8D Problem Solving |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-3 h | 2-6 h | 1-6 Wochen | 2-8 h |
Participantsdifferent | 3-10 | 3-8 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Current Reality Tree, Core Problems, Intervention Ideas | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ProcessOperationsImprovement | Systems thinkingRoot causeConstraintsCausality | QualityProblem solvingRoot cause | Problem solvingRoot causeDecisionOperations |