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| Criterion |  Innovation Design Charrette |  Operations 5 Whys |  Operations Kepner-Tregoe |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | Halber Tag bis mehrere Tage | 15-30 min | 2-8 h | 45-90 min |
Participantsdifferent | 10-50 | 2-6 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | BrainstormingWorkshopCollaborationIdeation | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations |