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| Criterion |  Decision Making Decision Matrix |  Operations A3 Problem Solving |  Delivery Value Stream Mapping |  Delivery Cost of Delay |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 45-90 min | 1-3 h | 90-180 min |
Participantsdifferent | 2-8 | 2-5 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | A3 Report, Action Plan, Root Cause Analysis | Current-state map, Future-state map, Bottleneck list | CoD Table, Prioritization Sequence |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | LeanProblem solvingCoachingOperations | LeanFlowWasteDelivery | PrioritizationDeliveryEconomicsDecision |