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| Criterion |  Operations ABC Analysis |  Operations A3 Problem Solving |  Innovation Design Charrette |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | Halber Tag bis mehrere Tage | 15-30 min |
Participantsdifferent | 1-5 | 2-5 | 10-50 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | A3 Report, Action Plan, Root Cause Analysis | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanProblem solvingCoachingOperations | BrainstormingWorkshopCollaborationIdeation | Root causeIncidentLeanProblem solving |