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| Criterion |  Operations Visual Management |  Operations Kepner-Tregoe |  Decision Making Delphi Method |  Operations 5 Whys |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | High | High | Low |
Timedifferent | Ongoing | 2-8 h | 1-4 Wochen | 15-30 min |
Participantsdifferent | 1-20 | 2-8 | 6-30 Experten | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Problem Analysis, Decision Analysis, Risk Plan | Expert Forecast, Consensus Range, Assumption Notes | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | Problem solvingRoot causeDecisionOperations | ForecastingExpertsDecisionStrategy | Root causeIncidentLeanProblem solving |