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| Criterion |  Operations A3 Problem Solving |  Innovation TRIZ |  Operations Getting Things Done |  Operations Weekly Review |
|---|---|---|---|---|
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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-90 min | 1-4 h | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 2-5 | 2-8 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Inventive Principles, Solution Concepts | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | LeanProblem solvingCoachingOperations | InnovationProblem solvingContradictionsCreativity | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning |