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| Criterion |  Operations Process Mapping |  Decision Making Force Field Analysis |  Operations Gemba Walk |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | 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 | Low | High |
Timedifferent | 1-3 h | 45-90 min | 30-120 min | 1-4 Wochen |
Participantsdifferent | 3-10 | 3-12 | 2-6 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop | Async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Force Field Map, Change Levers, Risk Notes | Observation Notes, Improvement Ideas | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ProcessOperationsImprovement | ChangeDecisionStrategy | LeanObservationProcessOperations | ForecastingExpertsDecisionStrategy |