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| Criterion |  Operations A3 Problem Solving |  Operations Weekly Review |  Delivery Communication Plan |  Operations Getting Things Done |
|---|---|---|---|---|
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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 30-60 min | 45-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 2-5 | 1 | 2-6 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Updated Task System, Weekly Focus, Next Actions | Communication Plan, Channel Matrix, Message Cadence | Action Lists, Project List, Review Routine |
Tagsno overlap | LeanProblem solvingCoachingOperations | ProductivityExecutionPlanning | CommunicationStakeholdersDeliveryPlanning | ProductivityPlanningTasksExecution |