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| Criterion |  Engineering Kanban |  Operations Waste Analysis |  Decision Making Wideband Delphi |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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 | High | High |
Timedifferent | Ongoing | 45-120 min | 1-4 h or multiple rounds | 1-4 Wochen |
Participantsdifferent | 2-12 | 2-8 | 4-12 Experten | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Waste Map, Prioritized Waste, Improvement Backlog | Estimate Range, Assumption Log, Expert Consensus Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | FlowVisual managementDelivery | WasteLeanProcess improvement | EstimationExpertsForecasting | ForecastingExpertsDecisionStrategy |