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| Criterion |  Operations Kaizen Event |  Decision Making OODA Loop |  Decision Making Delphi Method |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 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 | Medium | High | Medium |
Timedifferent | 0.5-5 Tage | 15-60 min je Zyklus | 1-4 Wochen | 45-90 min |
Participantsdifferent | 4-10 | 1-8 | 6-30 Experten | 2-5 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy | LeanProblem solvingCoachingOperations |