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| Criterion |  Operations Causal Factor Analysis |  Business Strategy Strategy Map |  Operations A3 Problem Solving |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-6 h | 2-4 h workshop plus review | 45-90 min | 1-4 h |
Participantsdifferent | 3-10 | 4-10 | 2-5 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Strategy Map, Objective Set, Cause-Effect Hypotheses | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | CausalityIncidentRoot causeTimeline | AlignmentExecutionGoalsCausality | LeanProblem solvingCoachingOperations | Root causeProblem solvingQualityIncident |