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| Criterion |  Decision Making Wideband Delphi |  Decision Making Delphi Method |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | 1-4 h or multiple rounds | 1-4 Wochen | 15-30 min | 45-90 min |
Participantsdifferent | 4-12 Experten | 6-30 Experten | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Expert Forecast, Consensus Range, Assumption Notes | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | EstimationExpertsForecasting | ForecastingExpertsDecisionStrategy | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |