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| Criterion |  Operations ABC Analysis |  Decision Making Wideband Delphi |  Operations Gemba Walk |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 30-60 min | 1-4 h or multiple rounds | 30-120 min | 1-4 Wochen |
Participantsdifferent | 1-5 | 4-12 Experten | 2-6 | 6-30 Experten |
Formatdifferent | Async | Workshop + async | Workshop | Async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Estimate Range, Assumption Log, Expert Consensus Notes | Observation Notes, Improvement Ideas | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | PrioritizationOperationsPortfolio | EstimationExpertsForecasting | LeanObservationProcessOperations | ForecastingExpertsDecisionStrategy |