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| Criterion |  Operations Kaizen Event |  Decision Making Delphi Method |  Operations Failure Mode and Effects Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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 process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 0.5-5 Tage | 1-4 Wochen | 2-6 h | 15-30 min |
Participantsdifferent | 4-10 | 6-30 Experten | 3-10 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures |
Tagsno overlap | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving |