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| Criterion |  Operations Gemba Walk |  Decision Making Delphi Method |  Operations Fishbone Diagram |  Operations Standard Work Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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 a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-120 min | 1-4 Wochen | 30-60 min | 1-3 h |
Participantsdifferent | 2-6 | 6-30 Experten | 2-8 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Expert Forecast, Consensus Range, Assumption Notes | Fishbone Diagram, Cause Categories, Investigation Backlog | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | LeanObservationProcessOperations | ForecastingExpertsDecisionStrategy | Root causeQualityOperations | LeanProcessQuality |