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| Criterion |  Operations A3 Problem Solving |  Agile Ideal Days |  Operations Root Cause Analysis |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-90 min | 15-60 min | 1-4 h | 1-6 Wochen |
Participantsdifferent | 2-5 | 2-9 | 3-8 | 4-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | LeanProblem solvingCoachingOperations | EstimationEffortAgile | Root causeProblem solvingQualityIncident | QualityProblem solvingRoot cause |