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| Criterion |  Operations Waste Analysis |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |
|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 45-120 min | 45-90 min | 30-90 min |
Participantsdifferent | 2-8 | 4-12 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List |
Tagsno overlap | WasteLeanProcess improvement | FacilitationOptionsDecision | DecisionTreeOptions |
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