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| Criterion |  Operations A3 Problem Solving |  Innovation Contradiction Analysis |  Operations Theory of Constraints |
|---|---|---|---|
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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 45-90 min | 60-120 min | 2-4 h Analyse, laufend |
Participantsdifferent | 2-5 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | LeanProblem solvingCoachingOperations | ContradictionsInnovationProblem solving | OperationsConstraintsFlowImprovement |
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