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| Criterion |  Operations Waste Analysis |  Systems Thinking Intervention Mapping |  Delivery Value Stream Mapping |  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. | 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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | Medium | High |
Timedifferent | 45-120 min | 1-5 Tage | 1-3 h | Half day |
Participantsdifferent | 2-8 | 4-12 | 4-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy |
Tagsno overlap | WasteLeanProcess improvement | ChangeSystems thinkingCapability | LeanFlowWasteDelivery | Systems thinkingChangeStrategy |