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| Criterion |  Decision Making Delphi Method |  Operations Gemba Walk |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | 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. | 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | 1-4 Wochen | 30-120 min | 45-90 min | 2-8 h |
Participantsdifferent | 6-30 Experten | 2-6 | 2-5 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ForecastingExpertsDecisionStrategy | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations |