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| Criterion |  Decision Making Constraint Analysis |  Operations Kaizen Event |  Operations Gemba Walk |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-90 min | 0.5-5 Tage | 30-120 min | 30-90 min |
Participantsdifferent | 2-8 | 4-10 | 2-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | LeanContinuous improvementOperations | LeanObservationProcessOperations | DecisionTreeOptions |