View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Kaizen Event |  Decision Making Delphi Method |  Operations 5 Whys |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 0.5-5 Tage | 1-4 Wochen | 15-30 min | 2-8 h |
Participantsdifferent | 4-10 | 6-30 Experten | 2-6 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations |