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| Criterion |  Operations Process Mapping |  Systems Thinking Current Reality Tree |  Systems Thinking Causal Loop Diagram |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | 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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-3 h | 2-6 h | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Current Reality Tree, Core Problems, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | ProcessOperationsImprovement | Systems thinkingRoot causeConstraintsCausality | FeedbackSystems thinkingCausalityDynamics | OperationsConstraintsFlowImprovement |