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| Criterion |  Operations A3 Problem Solving |  Operations ABC Analysis |  Operations Gemba Walk |  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. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Low | High |
Timedifferent | 45-90 min | 30-60 min | 30-120 min | 2-8 h |
Participantsdifferent | 2-5 | 1-5 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas | Problem Analysis, Decision Analysis, Risk Plan |
Tags1 shared | LeanProblem solvingCoachingOperations | PrioritizationOperationsPortfolio | LeanObservationProcessOperations | Problem solvingRoot causeDecisionOperations |