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| Criterion |  Operations A3 Problem Solving |  Decision Making Decision Rights Mapping |  Innovation TRIZ |  Operations RACI Matrix |
|---|---|---|---|---|
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. | 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 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 90-180 min | 1-4 h | 45-90 min |
Participantsdifferent | 2-5 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Decision Rights Matrix, Agreement | Contradiction Statement, Inventive Principles, Solution Concepts | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | LeanProblem solvingCoachingOperations | DecisionGovernanceAlignmentResponsibility | InnovationProblem solvingContradictionsCreativity | RolesResponsibilityGovernanceOperations |