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| Criterion |  Decision Making Wideband Delphi |  Operations A3 Problem Solving |  Operations Kaizen Event |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | 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. | 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 | High | Medium | Medium | High |
Timedifferent | 1-4 h or multiple rounds | 45-90 min | 0.5-5 Tage | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 2-5 | 4-10 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy |