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| Criterion |  Operations PDCA Cycle |  Decision Making Constraint Analysis |  Decision Making DACI |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 1 h bis mehrere Wochen | 30-90 min | 30-60 min | 30-90 min |
Participantsdifferent | 1-8 | 2-8 | 2-10 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | DACI Matrix, Decision Owner, Decision Log | Decision Tree, Option Map, Assumption List |
Tagsno overlap | Continuous improvementLeanExperiments | ConstraintsDecisionPlanningOptions | DecisionRolesGovernanceAlignment | DecisionTreeOptions |