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| Criterion |  Operations Gemba Walk |  Decision Making Delphi Method |  Operations Kaizen Event |  Decision Making Force Field 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. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-120 min | 1-4 Wochen | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 2-6 | 6-30 Experten | 4-10 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Expert Forecast, Consensus Range, Assumption Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | ForecastingExpertsDecisionStrategy | LeanContinuous improvementOperations | ChangeDecisionStrategy |