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| Criterion |  Operations A3 Problem Solving |  Facilitation Six Thinking Hats |  Operations ALPEN Method |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 10-20 min daily | 30-90 min |
Participantsdifferent | 2-5 | 4-12 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Perspective Notes, Decision Inputs, Action Items | Daily Plan, Time Estimates, Review Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | LeanProblem solvingCoachingOperations | FacilitationOptionsDecision | PlanningTime managementProductivityOperations | ConstraintsDecisionPlanningOptions |