View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations A3 Problem Solving |  Operations Accountability Ladder |  Decision Making Decision Rights Mapping |  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 defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Low |
Timedifferent | 45-90 min | 20-45 min | 90-180 min | 15-30 min |
Participantsdifferent | 2-5 | 1-8 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Ownership Reflection, Action Commitment, Coaching Notes | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | ResponsibilityLeadershipTeam | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving |