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| Criterion |  Operations A3 Problem Solving |  Operations Kaizen Event |  Operations After-Action Review |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 45-90 min | 0.5-5 Tage | 20-45 min | 2-8 h |
Participantsdifferent | 2-5 | 4-10 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan |
Tags1 shared | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations |