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| Criterion |  Decision Making Wideband Delphi |  Operations A3 Problem Solving |  Operations Kaizen Event |  Operations Gemba Walk |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 h or multiple rounds | 45-90 min | 0.5-5 Tage | 30-120 min |
Participantsdifferent | 4-12 Experten | 2-5 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas |
Tagsno overlap | EstimationExpertsForecasting | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations | LeanObservationProcessOperations |