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| Criterion |  Facilitation Timeline |  Operations Kaizen Event |  Systems Thinking Current Reality Tree |
|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 30-90 min | 0.5-5 Tage | 2-6 h |
Participantsdifferent | 2-12 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | TimelineFacilitationSequence | LeanContinuous improvementOperations | Systems thinkingRoot causeConstraintsCausality |
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