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| Criterion |  Facilitation Delegation Poker |  Operations Kaizen Event |  Operations Gemba Walk |  Operations RACI Matrix |
|---|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 0.5-5 Tage | 30-120 min | 45-90 min |
Participantsdifferent | 3-10 | 4-10 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | AutonomyRolesTeam | LeanContinuous improvementOperations | LeanObservationProcessOperations | RolesResponsibilityGovernanceOperations |