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| Criterion |  Operations A3 Problem Solving |  Innovation Double Diamond |  Operations Failure Mode and Effects Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
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. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | Wochen bis Monate | 2-6 h | 30-120 min |
Participantsdifferent | 2-5 | 3-12 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | FMEA Table, Risk Priority, Mitigation Actions | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | ProcessDivergenceInnovation | RiskQualityOperationsRoot cause | LeanObservationProcessOperations |