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| Criterion |  Operations A3 Problem Solving |  Operations 5 Whys |  Innovation TRIZ |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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 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 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 45-90 min | 15-30 min | 1-4 h | 2-8 h |
Participantsdifferent | 2-5 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Analysis, Decision Analysis, Risk Plan |
Tags1 shared | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving | InnovationProblem solvingContradictionsCreativity | Problem solvingRoot causeDecisionOperations |