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| Criterion |  Operations Waste Analysis |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 45-120 min | 1-3 h | Half day | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | WasteLeanProcess improvement | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange |