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| Criterion |  Operations Kaizen Event |  Decision Making Force Field Analysis |  Operations PDCA Cycle |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 0.5-5 Tage | 45-90 min | 1 h bis mehrere Wochen | 1-4 Wochen |
Participantsdifferent | 4-10 | 3-12 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Force Field Map, Change Levers, Risk Notes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | LeanContinuous improvementOperations | ChangeDecisionStrategy | Continuous improvementLeanExperiments | ForecastingExpertsDecisionStrategy |