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| Criterion |  Operations Getting Things Done |  Operations After-Action Review |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 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 | Low | Medium |
Timedifferent | 1-2 h Setup, laufend | 20-45 min | 15-30 min | 45-90 min |
Participantsdifferent | 1 | 3-12 | 2-6 | 2-5 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Action Lists, Project List, Review Routine | Lessons learned, Action items, Event summary | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProductivityPlanningTasksExecution | LearningOperationsImprovement | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |