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| Criterion |  Operations A3 Problem Solving |  Engineering Fault Isolation |  Facilitation Stakeholder Mapping |  Engineering Hypothesis-Driven Troubleshooting |
|---|---|---|---|---|
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 technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 30-180 min | 60–90 min | 30-240 min |
Participantsdifferent | 2-5 | 1-6 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Stakeholder Map, Engagement Plan, Risk Notes | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary |
Tagsno overlap | LeanProblem solvingCoachingOperations | TroubleshootingDiagnosisEngineering | StakeholdersAlignmentFacilitationChange | TroubleshootingProblem solvingDiagnosis |