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| Criterion |  Operations Kaizen Event |  Decision Making Delphi Method |  Systems Thinking Leverage Points |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Half day | 45-90 min |
Participantsdifferent | 4-10 | 6-30 Experten | 3-12 | 2-5 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy | LeanProblem solvingCoachingOperations |