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| Criterion |  Operations A3 Problem Solving |  Facilitation Stakeholder Salience Model |  Operations Root Cause Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 60-90 min | 1-4 h | 1-2 h |
Participantsdifferent | 2-5 | 3-6 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Salience Diagram, Strategy per Class | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | LeanProblem solvingCoachingOperations | StakeholdersFacilitationAlignmentGovernance | Root causeProblem solvingQualityIncident | AlignmentStakeholdersStrategyFacilitation |