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| Criterion |  Operations DMAIC |  Decision Making Constraint Analysis |  Knowledge Modeling IBIS |  Facilitation Six Thinking Hats |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-12 Wochen | 30-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Issue Map, Positions, Argument Notes | Perspective Notes, Decision Inputs, Action Items |
Tagsno overlap | Continuous improvementQualityProcess improvement | ConstraintsDecisionPlanningOptions | RationaleKnowledgeDecision | FacilitationOptionsDecision |