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| Criterion |  Operations Waste Analysis |  Decision Making Delphi Method |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | 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. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 45-120 min | 1-4 Wochen | 2-4 h | Half day |
Participantsdifferent | 2-8 | 6-30 Experten | 3-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Expert Forecast, Consensus Range, Assumption Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy |
Tagsno overlap | WasteLeanProcess improvement | ForecastingExpertsDecisionStrategy | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy |