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| Criterion |  Operations DMAIC |  Decision Making Constraint Analysis |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-12 Wochen | 30-90 min | 45-90 min | 30-90 min |
Participantsdifferent | 3-10 | 2-8 | 4-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List |
Tagsno overlap | Continuous improvementQualityProcess improvement | ConstraintsDecisionPlanningOptions | FacilitationOptionsDecision | DecisionTreeOptions |