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| Criterion |  Operations A3 Problem Solving |  Systems Thinking Theory of Constraints Thinking Process |  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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. | 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 | Low |
Timedifferent | 45-90 min | 0.5-3 Tage | 15-30 min |
Participantsdifferent | 2-5 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | Theory of ConstraintsConstraintsSystems thinkingCausality | Root causeIncidentLeanProblem solving |
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