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| Criterion |  Operations Kaizen Event |  Decision Making Delphi Method |  Operations A3 Problem Solving |  Facilitation Decision Jam |
|---|---|---|---|---|
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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 0.5-5 Tage | 1-4 Wochen | 45-90 min | 60-90 min |
Participantsdifferent | 4-10 | 6-30 Experten | 2-5 | 4-10 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | A3 Report, Action Plan, Root Cause Analysis | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | LeanProblem solvingCoachingOperations | FacilitationDecisionProblem solvingWorkshop |