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| Criterion |  Operations Gemba Walk |  Operations PDCA Cycle |  Decision Making Delphi Method |  Operations Kaizen Event |
|---|---|---|---|---|
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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-120 min | 1 h bis mehrere Wochen | 1-4 Wochen | 0.5-5 Tage |
Participantsdifferent | 2-6 | 1-8 | 6-30 Experten | 4-10 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Expert Forecast, Consensus Range, Assumption Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | LeanObservationProcessOperations | Continuous improvementLeanExperiments | ForecastingExpertsDecisionStrategy | LeanContinuous improvementOperations |