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| Criterion |  Operations Visual Management |  Systems Thinking Intervention Mapping |  Operations Kaizen Event |
|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. |
Complexitydifferent | Low | High | Medium |
Timedifferent | Ongoing | 1-5 Tage | 0.5-5 Tage |
Participantsdifferent | 1-20 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | SignalsOperationsVisual management | ChangeSystems thinkingCapability | LeanContinuous improvementOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
