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| Criterion |  Operations A3 Problem Solving |  Operations Getting Things Done |  Innovation TRIZ |  Operations Weekly Review |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 1-2 h Setup, laufend | 1-4 h | 30-60 min |
Participantsdifferent | 2-5 | 1 | 2-8 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Action Lists, Project List, Review Routine | Contradiction Statement, Inventive Principles, Solution Concepts | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | LeanProblem solvingCoachingOperations | ProductivityPlanningTasksExecution | InnovationProblem solvingContradictionsCreativity | ProductivityExecutionPlanning |