View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Change Analysis |  Systems Thinking System Dynamics Simulation |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | 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 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 | High | Medium | Low |
Timedifferent | 45-120 min | Mehrere Tage bis Wochen | 45-90 min | 15-30 min |
Participantsdifferent | 2-6 | 1-5 Modellierende, Stakeholder asynchron | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Simulation Model, Scenario Reports | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Systems thinkingDynamicsSimulationAnalysis | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |