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| Criterion |  Decision Making Decision Matrix |  Delivery Value Stream Mapping |  Operations Root Cause Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 1-3 h | 1-4 h | 2-8 h |
Participantsdifferent | 2-8 | 4-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Current-state map, Future-state map, Bottleneck list | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | LeanFlowWasteDelivery | Root causeProblem solvingQualityIncident | Problem solvingRoot causeDecisionOperations |