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| Criterion |  Operations Visual Management |  Decision Making Wideband Delphi |  Operations A3 Problem Solving |  Operations Kaizen Event |
|---|---|---|---|---|
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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus 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. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | Ongoing | 1-4 h or multiple rounds | 45-90 min | 0.5-5 Tage |
Participantsdifferent | 1-20 | 4-12 Experten | 2-5 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Estimate Range, Assumption Log, Expert Consensus Notes | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | SignalsOperationsVisual management | EstimationExpertsForecasting | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations |