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| Criterion |  Operations A3 Problem Solving |  Innovation TRIZ |  Engineering Hypothesis-Driven Troubleshooting |  Operations Gemba Walk |
|---|---|---|---|---|
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. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-90 min | 1-4 h | 30-240 min | 30-120 min |
Participantsdifferent | 2-5 | 2-8 | 1-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Inventive Principles, Solution Concepts | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | InnovationProblem solvingContradictionsCreativity | TroubleshootingProblem solvingDiagnosis | LeanObservationProcessOperations |