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| Criterion |  Operations Bottleneck Analysis |  Operations A3 Problem Solving |  Business Strategy Balanced Scorecard |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | High | Low |
Timedifferent | 1-3 h | 45-90 min | Halber Tag bis mehrere Wochen | 15-30 min |
Participantsdifferent | 3-8 | 2-5 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | A3 Report, Action Plan, Root Cause Analysis | Balanced Scorecard, Strategic Measures, Initiative Map | Root cause notes, Countermeasures |
Tagsno overlap | FlowMeasurementConstraints | LeanProblem solvingCoachingOperations | StrategyMetricsExecution | Root causeIncidentLeanProblem solving |