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| Criterion |  Decision Making Delphi Method |  Operations Kaizen Event |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 1-4 Wochen | 0.5-5 Tage | 15-30 min | 45-90 min |
Participantsdifferent | 6-30 Experten | 4-10 | 2-6 | 2-5 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ForecastingExpertsDecisionStrategy | LeanContinuous improvementOperations | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |