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| Criterion |  Operations Process Mapping |  Decision Making Delphi Method |  Operations Kepner-Tregoe |  Operations 5 Whys |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 1-3 h | 1-4 Wochen | 2-8 h | 15-30 min |
Participantsdifferent | 3-10 | 6-30 Experten | 2-8 | 2-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Expert Forecast, Consensus Range, Assumption Notes | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | ProcessOperationsImprovement | ForecastingExpertsDecisionStrategy | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |