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| Criterion |  Systems Thinking Systems Mapping |  Operations Kaizen Event |  Systems Thinking Leverage Points |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 0.5-5 Tage | Half day | 45-90 min |
Participantsdifferent | 3-12 | 4-10 | 3-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Leverage Map, Action Strategy | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Systems thinkingMappingBoundariesChange | LeanContinuous improvementOperations | Systems thinkingChangeStrategy | LeanProblem solvingCoachingOperations |