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| Criterion |  Operations 5 Whys |  Systems Thinking Leverage Points |  Operations A3 Problem Solving |  Operations Barrier Analysis |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 15-30 min | Half day | 45-90 min | 2-4 h |
Participantsdifferent | 2-6 | 3-12 | 2-5 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Leverage Map, Action Strategy | A3 Report, Action Plan, Root Cause Analysis | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Root causeIncidentLeanProblem solving | Systems thinkingChangeStrategy | LeanProblem solvingCoachingOperations | Root causeSafetyIncident |