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| Criterion |  Operations Waste Analysis |  Decision Making Wideband Delphi |  Systems Thinking Leverage Points |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 45-120 min | 1-4 h or multiple rounds | Half day | 1-4 Wochen |
Participantsdifferent | 2-8 | 4-12 Experten | 3-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Estimate Range, Assumption Log, Expert Consensus Notes | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | WasteLeanProcess improvement | EstimationExpertsForecasting | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy |