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| Criterion |  Operations ABC Analysis |  Operations Kaizen Event |  Decision Making Delphi Method |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-60 min | 0.5-5 Tage | 1-4 Wochen | 45-90 min |
Participantsdifferent | 1-5 | 4-10 | 6-30 Experten | 2-5 |
Formatdifferent | Async | Workshop | Async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | LeanProblem solvingCoachingOperations |