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| Criterion |  Operations A3 Problem Solving |  Operations ABC Analysis |  Decision Making Assumption Surfacing |  Decision Making Risk Matrix |
|---|---|---|---|---|
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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-5 | 1-5 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | ABC Classification, Focus Rules, Control List | Assumption List, Critical Assumptions, Learning Plan | Risk Matrix, Top Risk List |
Tagsno overlap | LeanProblem solvingCoachingOperations | PrioritizationOperationsPortfolio | AssumptionsRiskDecisionDiscovery | RiskDecisionPrioritizationAssessment |