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| Criterion |  Operations 5 Whys |  Operations A3 Problem Solving |  Innovation Rapid Ideation |  Innovation Brainstorming |
|---|---|---|---|---|
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 decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-30 min | 45-90 min | 5-20 min | 30-60 min |
Participantsdifferent | 2-6 | 2-5 | 1-20 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | Ideenpool, Roh-Shortlist, Cluster | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations | BrainstormingIdeationDivergenceSpeed | BrainstormingIdeationCreativityWorkshopDivergence |