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| Criterion |  Operations Getting Things Done |  Operations A3 Problem Solving |  Delivery Communication Plan |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Medium | Low | Low |
Timedifferent | 1-2 h Setup, laufend | 45-90 min | 45-90 min | 15-30 min |
Participantsdifferent | 1 | 2-5 | 2-6 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Action Lists, Project List, Review Routine | A3 Report, Action Plan, Root Cause Analysis | Communication Plan, Channel Matrix, Message Cadence | Root cause notes, Countermeasures |
Tagsno overlap | ProductivityPlanningTasksExecution | LeanProblem solvingCoachingOperations | CommunicationStakeholdersDeliveryPlanning | Root causeIncidentLeanProblem solving |