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| Criterion |  Operations Accountability Ladder |  Systems Thinking CATWOE Analysis |  Operations A3 Problem Solving |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-45 min | 45-90 min | 45-90 min | 0.5-5 Tage |
Participantsdifferent | 1-8 | 3-8 | 2-5 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | A3 Report, Action Plan, Root Cause Analysis | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingFramingStakeholders | LeanProblem solvingCoachingOperations | LeanContinuous improvementOperations |