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| Criterion |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |  Innovation SCAMPER |  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. | 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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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 | High | Low | Low |
Timedifferent | 45-90 min | 2-8 h | 30-60 min | 15-30 min |
Participantsdifferent | 2-5 | 2-8 | 2-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan | SCAMPER Idea List, Concept Shortlist, Variation Notes | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityReframingInnovation | Root causeIncidentLeanProblem solving |