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| Criterion |  Operations Gemba Walk |  Product Strategy DIBB |  Operations Kaizen Event |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 30-120 min | 1-2 h | 0.5-5 Tage | 1-4 Wochen |
Participantsdifferent | 2-6 | 2-8 | 4-10 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Observation Notes, Improvement Ideas | DIBB document, Belief list, Bet list, Learning report | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | LeanObservationProcessOperations | StrategyDecisionAssumptionsHypothesis | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy |