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| Criterion |  Decision Making Radar |  Operations Gemba Walk |  Systems Thinking Future Reality Tree |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-2 h | 30-120 min | 2-4 h | 30-60 min |
Participantsdifferent | 2-10 | 2-6 | 3-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Observation Notes, Improvement Ideas | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | LeanObservationProcessOperations | Theory of ConstraintsSystems thinkingChange | PrioritizationOperationsPortfolio |