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| Criterion |  Decision Making Decision Matrix |  Operations Gemba Walk |  Product Strategy ICE Scoring |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | 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 ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 30-120 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-8 | 2-6 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Observation Notes, Improvement Ideas | ICE Table, Top Idea List | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | LeanObservationProcessOperations | PrioritizationScoringGrowthDecision | LeanProblem solvingCoachingOperations |