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| Criterion |  Operations A3 Problem Solving |  Systems Thinking System Dynamics Simulation |  Systems Thinking Causal Loop Diagram |  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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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 | High | Medium | Low |
Timedifferent | 45-90 min | Mehrere Tage bis Wochen | 1-3 h | 15-30 min |
Participantsdifferent | 2-5 | 1-5 Modellierende, Stakeholder asynchron | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Simulation Model, Scenario Reports | Causal Loop Diagram, Feedback Notes, Leverage Points | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | Systems thinkingDynamicsSimulationAnalysis | FeedbackSystems thinkingCausalityDynamics | Root causeIncidentLeanProblem solving |