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| Criterion |  Decision Making Wideband Delphi |  Operations Gemba Walk |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 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. | 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | 1-4 h or multiple rounds | 30-120 min | 45-90 min | 2-8 h |
Participantsdifferent | 4-12 Experten | 2-6 | 2-5 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | EstimationExpertsForecasting | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations |