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| Criterion |  Operations 5 Whys |  Operations Kepner-Tregoe |  Innovation TRIZ |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 15-30 min | 2-8 h | 1-4 h | 45-90 min |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan | Contradiction Statement, Inventive Principles, Solution Concepts | A3 Report, Action Plan, Root Cause Analysis |
Tags1 shared | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations | InnovationProblem solvingContradictionsCreativity | LeanProblem solvingCoachingOperations |