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| Criterion |  Operations A3 Problem Solving |  Facilitation Six Thinking Hats |  Operations ALPEN Method |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 45-90 min | 45-90 min | 10-20 min daily | 2-8 h |
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 | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanProblem solvingCoachingOperations | FacilitationOptionsDecision | PlanningTime managementProductivityOperations | Problem solvingRoot causeDecisionOperations |