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| Criterion |  Operations A3 Problem Solving |  Facilitation Decision Jam |  Innovation TRIZ |  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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Low |
Timedifferent | 45-90 min | 60-90 min | 1-4 h | 15-30 min |
Participantsdifferent | 2-5 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Problem Cluster, Prioritized Challenge, Experiment | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures |
Tags1 shared | LeanProblem solvingCoachingOperations | FacilitationDecisionProblem solvingWorkshop | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving |