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| Criterion |  Systems Thinking System Dynamics Simulation |  Operations Kaizen Event |  Operations A3 Problem Solving |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
Purposedifferent | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Mehrere Tage bis Wochen | 0.5-5 Tage | 45-90 min | 1-3 h |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 4-10 | 2-5 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Simulation Model, Scenario Reports | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | FeedbackSystems thinkingCausalityDynamics |