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| Criterion |  Facilitation Delegation Poker |  Operations PDCA Cycle |  Operations Kaizen Event |  Facilitation Responsibility Poker |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 1 h bis mehrere Wochen | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 3-10 | 1-8 | 4-10 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | AutonomyRolesTeam | Continuous improvementLeanExperiments | LeanContinuous improvementOperations | RolesResponsibilityTeamFacilitation |