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| Criterion |  Operations A3 Problem Solving |  Decision Making RAPID |  Decision Making Decision Rights Mapping |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 90-180 min | 15-30 min |
Participantsdifferent | 2-5 | 3-12 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving |