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| Criterion |  Operations Standard Work Analysis |  Decision Making Delphi Method |  Decision Making Force Field Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | 1-4 Wochen | 45-90 min | 30-120 min |
Participantsdifferent | 2-6 | 6-30 Experten | 3-12 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProcessQuality | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy | LeanObservationProcessOperations |