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| Criterion |  Operations A3 Problem Solving |  Business Strategy GAP Analysis |  Product Strategy Counter Metrics |  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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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 | Medium | Low | Low |
Timedifferent | 45-90 min | 1-3 h | 30-60 min | 15-30 min |
Participantsdifferent | 2-5 | 2-8 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Gap Matrix, Action Plan, Risk Notes | Counter Metric List, Guardrail Definitions | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | StrategyAnalysisPlanning | MetricsMeasurementStrategyExperiments | Root causeIncidentLeanProblem solving |