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| Criterion |  Operations Bottleneck Analysis |  Business Strategy Balanced Scorecard |  Decision Making Decision Tree |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | High | Medium | High |
Timedifferent | 1-3 h | Halber Tag bis mehrere Wochen | 30-90 min | 1-4 Wochen |
Participantsdifferent | 3-8 | 4-12 | 1-6 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Balanced Scorecard, Strategic Measures, Initiative Map | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | FlowMeasurementConstraints | StrategyMetricsExecution | DecisionTreeOptions | ForecastingExpertsDecisionStrategy |