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