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| Criterion |  Systems Thinking Rich Picture |  Operations PDCA Cycle |  Operations Kaizen Event |  Systems Thinking CATWOE Analysis |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-90 min | 1 h bis mehrere Wochen | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 2-10 | 1-8 | 4-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Rich Picture, Problem Framing Notes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | Continuous improvementLeanExperiments | LeanContinuous improvementOperations | Systems thinkingFramingStakeholders |