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| Criterion |  Operations Waste Analysis |  Systems Thinking Systems Mapping |  Delivery Value Stream Mapping |  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. | 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. | 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 | Medium | High |
Timedifferent | 45-120 min | 1-3 h | 1-3 h | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 4-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | System Map, Dependencies, Leverage Points | Current-state map, Future-state map, Bottleneck list | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | WasteLeanProcess improvement | Systems thinkingMappingBoundariesChange | LeanFlowWasteDelivery | Theory of ConstraintsSystems thinkingChange |