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| Criterion |  Operations Kaizen Event |  Operations Gemba Walk |  Decision Making Delphi Method |  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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 0.5-5 Tage | 30-120 min | 1-4 Wochen | 2-8 h |
Participantsdifferent | 4-10 | 2-6 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Expert Forecast, Consensus Range, Assumption Notes | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanContinuous improvementOperations | LeanObservationProcessOperations | ForecastingExpertsDecisionStrategy | Problem solvingRoot causeDecisionOperations |