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| Criterion |  Operations Waste Analysis |  Systems Thinking Leverage Points |  Delivery Value Stream Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 45-120 min | Half day | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 4-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Leverage Map, Action Strategy | Current-state map, Future-state map, Bottleneck list | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | WasteLeanProcess improvement | Systems thinkingChangeStrategy | LeanFlowWasteDelivery | ChangeDecisionStrategy |