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| Criterion |  Operations Waste Analysis |  Systems Thinking Future Reality Tree |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 45-120 min | 2-4 h | 1-5 Tage | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points |
Tagsno overlap | WasteLeanProcess improvement | Theory of ConstraintsSystems thinkingChange | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange |