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| Criterion |  Operations A3 Problem Solving |  Operations Weekly Review |  Business Strategy Balanced Scorecard |
|---|---|---|---|
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. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | Medium | Low | High |
Timedifferent | 45-90 min | 30-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 2-5 | 1 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Updated Task System, Weekly Focus, Next Actions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | LeanProblem solvingCoachingOperations | ProductivityExecutionPlanning | StrategyMetricsExecution |
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