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| Criterion |  Operations Standard Work Analysis |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |
|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Medium | High | High |
Timedifferent | 1-3 h | Half day | 2-4 h |
Participantsdifferent | 2-6 | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanProcessQuality | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange |
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