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| Criterion |  Decision Making Decision Rights Mapping |  Operations Kaizen Event |  Operations Kepner-Tregoe |
|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 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 | High |
Timedifferent | 90-180 min | 0.5-5 Tage | 2-8 h |
Participantsdifferent | 4-12 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | LeanContinuous improvementOperations | Problem solvingRoot causeDecisionOperations |
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