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| Criterion |  Operations Kaizen Event |  Decision Making Delphi Method |  Operations Failure Mode and Effects Analysis |  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 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 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 | High | High |
Timedifferent | 0.5-5 Tage | 1-4 Wochen | 2-6 h | 2-8 h |
Participantsdifferent | 4-10 | 6-30 Experten | 3-10 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | FMEA Table, Risk Priority, Mitigation Actions | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | RiskQualityOperationsRoot cause | Problem solvingRoot causeDecisionOperations |