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| Criterion |  Operations ABC Analysis |  Systems Thinking Rich Picture |  Systems Thinking CATWOE Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-60 min | 30-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-5 | 2-10 | 3-8 | 2-5 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Rich Picture, Problem Framing Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | PrioritizationOperationsPortfolio | Systems thinkingSoft systemsFramingVisualization | Systems thinkingFramingStakeholders | LeanProblem solvingCoachingOperations |