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| Criterion |  Decision Making Three-Point Estimation |  Operations Kaizen Event |  Decision Making PERT Estimation |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 10-30 min je Item | 0.5-5 Tage | 15-45 min | 45-90 min |
Participantsdifferent | 1-8 | 4-10 | 1-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PERT Estimate, Expected Value, Risk Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | EstimationUncertaintyForecasting | LeanContinuous improvementOperations | EstimationUncertaintyRisk | LeanProblem solvingCoachingOperations |