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| Criterion |  Operations A3 Problem Solving |  Decision Making Assumption Surfacing |  Knowledge Modeling Concept 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. | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 | 45-90 min | 1-2 h | 15-30 min |
Participantsdifferent | 2-5 | 2-8 | 1-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Assumption List, Critical Assumptions, Learning Plan | Concept Map, Relationship Labels, Knowledge Gaps | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | AssumptionsRiskDecisionDiscovery | KnowledgeConceptsMappingSensemaking | Root causeIncidentLeanProblem solving |