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| Criterion |  Operations Kaizen Event |  Decision Making Delphi Method |  Operations Kepner-Tregoe |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 0.5-5 Tage | 1-4 Wochen | 2-8 h | 45-90 min |
Participantsdifferent | 4-10 | 6-30 Experten | 2-8 | 2-5 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations |