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| Criterion |  Operations Kaizen Event |  Decision Making OODA Loop |  Decision Making Delphi Method |  Product Strategy DIBB |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 0.5-5 Tage | 15-60 min je Zyklus | 1-4 Wochen | 1-2 h |
Participantsdifferent | 4-10 | 1-8 | 6-30 Experten | 2-8 |
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 | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | LeanContinuous improvementOperations | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy | StrategyDecisionAssumptionsHypothesis |