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| Criterion |  Operations 5 Whys |  Operations Theory of Constraints |  Operations A3 Problem Solving |  Operations After-Action Review |
|---|---|---|---|---|
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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 15-30 min | 2-4 h Analyse, laufend | 45-90 min | 20-45 min |
Participantsdifferent | 2-6 | 3-12 | 2-5 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Constraint Map, Improvement Plan, Flow Metrics | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary |
Tagsno overlap | Root causeIncidentLeanProblem solving | OperationsConstraintsFlowImprovement | LeanProblem solvingCoachingOperations | LearningOperationsImprovement |