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| Criterion |  Operations A3 Problem Solving |  Systems Thinking Systems Mapping |  Systems Thinking Intervention Mapping |  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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | Medium | High | Low |
Timedifferent | 45-90 min | 1-3 h | 1-5 Tage | 15-30 min |
Participantsdifferent | 2-5 | 3-12 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability | Root causeIncidentLeanProblem solving |