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