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| Criterion |  Operations Process Mapping |  Decision Making Delphi Method |  Operations 5 Whys |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | 1-4 Wochen | 15-30 min | 30-120 min |
Participantsdifferent | 3-10 | 6-30 Experten | 2-6 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Expert Forecast, Consensus Range, Assumption Notes | Root cause notes, Countermeasures | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | ForecastingExpertsDecisionStrategy | Root causeIncidentLeanProblem solving | LeanObservationProcessOperations |