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| Criterion |  Decision Making Delphi Method |  Operations A3 Problem Solving |  Operations ALPEN Method |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 1-4 Wochen | 45-90 min | 10-20 min daily | 15-30 min |
Participantsdifferent | 6-30 Experten | 2-5 | 1 | 2-6 |
Formatdifferent | Async | Workshop + async | Async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | A3 Report, Action Plan, Root Cause Analysis | Daily Plan, Time Estimates, Review Notes | Root cause notes, Countermeasures |
Tagsno overlap | ForecastingExpertsDecisionStrategy | LeanProblem solvingCoachingOperations | PlanningTime managementProductivityOperations | Root causeIncidentLeanProblem solving |