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| Criterion |  Operations A3 Problem Solving |  Operations ABC Analysis |  Decision Making Assumption Surfacing |  Operations 5 Whys |
|---|---|---|---|---|
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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 45-90 min | 15-30 min |
Participantsdifferent | 2-5 | 1-5 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | ABC Classification, Focus Rules, Control List | Assumption List, Critical Assumptions, Learning Plan | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | PrioritizationOperationsPortfolio | AssumptionsRiskDecisionDiscovery | Root causeIncidentLeanProblem solving |