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| Criterion |  Decision Making RAPID |  Decision Making DACI |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. | 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 | Low | Low | Medium |
Timedifferent | 45-90 min | 30-60 min | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 3-12 | 2-10 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | DecisionRolesGovernance | DecisionRolesGovernanceAlignment | LeanObservationProcessOperations | LeanContinuous improvementOperations |