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| Criterion |  Decision Making Option Framing |  Decision Making Decision Framing Workshop |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-120 min | 60-120 min | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 3-8 | 4-10 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Decision Frame, Decision Question, Criteria List, Evidence Plan | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | OptionsDecision framingStrategyComparison | Decision framingAlignmentCriteriaOptions | LeanObservationProcessOperations | LeanContinuous improvementOperations |