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| Criterion |  Facilitation Expectation Mapping |  Operations Standard Work Analysis |  Operations Root Cause Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-3 h | 1-4 h | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 3-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | AlignmentStakeholdersTeam | LeanProcessQuality | Root causeProblem solvingQualityIncident | LeanProblem solvingCoachingOperations |