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| Criterion |  Operations 5 Whys |  Agile WSJF |  Decision Making Pareto Analysis |  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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 | Low | Medium |
Timedifferent | 15-30 min | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-6 | 3-10 | 1-6 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Ranked Backlog, Cost-of-Delay Assumptions | Pareto Chart, Top Causes, Focus List | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Root causeIncidentLeanProblem solving | LeanEconomicsSequencePrioritization | PrioritizationQualityFocusRoot cause | LeanProblem solvingCoachingOperations |