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| Criterion |  Operations DMAIC |  Business Strategy GAP Analysis |  Decision Making Force Field Analysis |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-12 Wochen | 1-3 h | 45-90 min | 30-90 min |
Participantsdifferent | 3-10 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Gap Matrix, Action Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | Continuous improvementQualityProcess improvement | StrategyAnalysisPlanning | ChangeDecisionStrategy | ConstraintsDecisionPlanningOptions |