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| Criterion |  Operations 5 Whys |  Operations A3 Problem Solving |  Operations Getting Things Done |  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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Medium | High |
Timedifferent | 15-30 min | 45-90 min | 1-2 h Setup, laufend | 2-8 h |
Participantsdifferent | 2-6 | 2-5 | 1 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | Action Lists, Project List, Review Routine | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations | ProductivityPlanningTasksExecution | Problem solvingRoot causeDecisionOperations |