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| Criterion |  Operations 5 Whys |  Operations A3 Problem Solving |  Innovation Brainstorming |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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 | Low | Medium | Low | High |
Timedifferent | 15-30 min | 45-90 min | 30-60 min | 2-8 h |
Participantsdifferent | 2-6 | 2-5 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | Idea pool, Theme clusters, Shortlist | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityWorkshopDivergence | Problem solvingRoot causeDecisionOperations |