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| Criterion |  Decision Making Wideband Delphi |  Operations ABC Analysis |  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. | 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 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 | Low | Medium | High |
Timedifferent | 1-4 h or multiple rounds | 30-60 min | 0.5-5 Tage | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 1-5 | 4-10 | 6-30 Experten |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy |