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| Criterion |  Decision Making Decision Matrix |  Operations A3 Problem Solving |  Delivery Value Stream Mapping |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | 1-3 h | 45-120 min |
Participantsdifferent | 2-8 | 2-5 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | A3 Report, Action Plan, Root Cause Analysis | Current-state map, Future-state map, Bottleneck list | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | LeanProblem solvingCoachingOperations | LeanFlowWasteDelivery | TradeoffsDecisionCriteriaOptions |