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| Criterion |  Decision Making Decision Matrix |  Operations Kaizen Event |  Operations 8D Problem Solving |  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. | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | Medium | High | Medium |
Timedifferent | 45-90 min | 0.5-5 Tage | 1-6 Wochen | 45-90 min |
Participantsdifferent | 2-8 | 4-10 | 4-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | LeanContinuous improvementOperations | QualityProblem solvingRoot cause | LeanProblem solvingCoachingOperations |