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| Criterion |  Operations A3 Problem Solving |  Systems Thinking Leverage Points |  Operations After-Action Review |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 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 | Half day | 20-45 min | 15-30 min |
Participantsdifferent | 2-5 | 3-12 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Leverage Map, Action Strategy | Lessons learned, Action items, Event summary | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | Systems thinkingChangeStrategy | LearningOperationsImprovement | Root causeIncidentLeanProblem solving |