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| Criterion |  Decision Making Delphi Method |  Operations ABC Analysis |  Operations A3 Problem Solving |  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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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 | Low | Medium | Low |
Timedifferent | 1-4 Wochen | 30-60 min | 45-90 min | 15-30 min |
Participantsdifferent | 6-30 Experten | 1-5 | 2-5 | 2-6 |
Formatdifferent | Async | Async | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | ABC Classification, Focus Rules, Control List | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | ForecastingExpertsDecisionStrategy | PrioritizationOperationsPortfolio | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |