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| Criterion |  Operations 5 Whys |  Facilitation Six Thinking Hats |  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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 | Medium | Medium |
Timedifferent | 15-30 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-6 | 4-12 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Perspective Notes, Decision Inputs, Action Items | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Root causeIncidentLeanProblem solving | FacilitationOptionsDecision | LeanProblem solvingCoachingOperations |
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