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| Criterion |  Operations Waste Analysis |  Systems Thinking Intervention Mapping |  Decision Making PERT Estimation |  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. | 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 | Medium | Medium |
Timedifferent | 45-120 min | 1-5 Tage | 15-45 min | 1-3 h |
Participantsdifferent | 2-8 | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | PERT Estimate, Expected Value, Risk Notes | System Map, Dependencies, Leverage Points |
Tagsno overlap | WasteLeanProcess improvement | ChangeSystems thinkingCapability | EstimationUncertaintyRisk | Systems thinkingMappingBoundariesChange |