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| Criterion |  Operations A3 Problem Solving |  Facilitation World Café |  Facilitation Lean Coffee |  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. | When a group needs to connect many viewpoints in a short time, World Café creates a calm alternation between closeness and rotation. It sets thinking in motion without forcing the conversation into full-plenary rigidity. | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | 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 | Medium | Low | Low |
Timedifferent | 45-90 min | 60-180 min | 30-90 min | 15-30 min |
Participantsdifferent | 2-5 | 12-100+ | 3-20 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Table Notes, Emergent Themes, Shared Questions | Prioritized Topics, Discussion Notes, Action Items | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | FacilitationDialogueLarge groupSensemaking | FacilitationAutonomyDialogue | Root causeIncidentLeanProblem solving |