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| Criterion |  Operations Standard Work Analysis |  Delivery Cost of Delay |  Decision Making Constraint Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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. | 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 | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 90-180 min | 30-90 min | 30-90 min |
Participantsdifferent | 2-6 | 3-8 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | CoD Table, Prioritization Sequence | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List |
Tagsno overlap | LeanProcessQuality | PrioritizationDeliveryEconomicsDecision | ConstraintsDecisionPlanningOptions | DecisionTreeOptions |