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| Criterion |  Operations A3 Problem Solving |  Business Strategy Strategic, Tactical and Operational Planning |  Operations Kepner-Tregoe |  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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | 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. | 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 | Medium | High | Low |
Timedifferent | 45-90 min | 90-180 min | 2-8 h | 30-60 min |
Participantsdifferent | 2-5 | 4-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Problem Analysis, Decision Analysis, Risk Plan | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | LeanProblem solvingCoachingOperations | CadenceGovernanceExecution | Problem solvingRoot causeDecisionOperations | DecisionRolesGovernanceAlignment |