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| Criterion |  Operations Process Mapping |  Systems Thinking Soft Systems Methodology |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 0.5-3 Tage | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 3-10 | 5-15 | 2-6 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | ProcessOperationsImprovement | Soft systemsComplexitySensemakingSystems thinking | LeanObservationProcessOperations | LeanContinuous improvementOperations |