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| Criterion |  Operations Visual Management |  Operations Kaizen Event |  Decision Making Delphi Method |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | 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. | 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 | Low | Medium | High | Low |
Timedifferent | Ongoing | 0.5-5 Tage | 1-4 Wochen | 30-120 min |
Participantsdifferent | 1-20 | 4-10 | 6-30 Experten | 2-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | SignalsOperationsVisual management | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | LeanObservationProcessOperations |