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| Criterion |  Operations Visual Management |  Decision Making Delphi Method |  Operations Kaizen Event |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | Ongoing | 1-4 Wochen | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 1-20 | 6-30 Experten | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Expert Forecast, Consensus Range, Assumption Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | SignalsOperationsVisual management | ForecastingExpertsDecisionStrategy | LeanContinuous improvementOperations | ChangeDecisionStrategy |