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| Criterion |  Operations Process Mapping |  Systems Thinking Soft Systems Methodology |  Operations Fishbone Diagram |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-3 h | 0.5-3 Tage | 30-60 min | 2-6 h |
Participantsdifferent | 3-10 | 5-15 | 2-8 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Fishbone Diagram, Cause Categories, Investigation Backlog | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ProcessOperationsImprovement | Soft systemsComplexitySensemakingSystems thinking | Root causeQualityOperations | Systems thinkingRoot causeConstraintsCausality |