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| Criterion |  Operations Change Analysis |  Operations A3 Problem Solving |  Systems Thinking Future Reality Tree |  Operations 8D Problem Solving |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 45-120 min | 45-90 min | 2-4 h | 1-6 Wochen |
Participantsdifferent | 2-6 | 2-5 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | A3 Report, Action Plan, Root Cause Analysis | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | LeanProblem solvingCoachingOperations | Theory of ConstraintsSystems thinkingChange | QualityProblem solvingRoot cause |