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| Criterion |  Operations A3 Problem Solving |  Operations RACI Matrix |  Facilitation Stakeholder Salience Model |  Decision Making DACI |
|---|---|---|---|---|
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 unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 60-90 min | 30-60 min |
Participantsdifferent | 2-5 | 2-8 | 3-6 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | RACI Matrix, Responsibility Map, Decision Notes | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | LeanProblem solvingCoachingOperations | RolesResponsibilityGovernanceOperations | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment |