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| Criterion |  Decision Making Wideband Delphi |  Operations ABC Analysis |  Operations A3 Problem Solving |  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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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 | Low | Medium | High |
Timedifferent | 1-4 h or multiple rounds | 30-60 min | 45-90 min | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 1-5 | 2-5 | 6-30 Experten |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | ABC Classification, Focus Rules, Control List | A3 Report, Action Plan, Root Cause Analysis | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | PrioritizationOperationsPortfolio | LeanProblem solvingCoachingOperations | ForecastingExpertsDecisionStrategy |