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 Getting Things Done |  Operations Failure Mode and Effects Analysis |  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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | High | Low | Medium |
Timedifferent | 1-2 h Setup, laufend | 2-6 h | 15-30 min | 45-90 min |
Participantsdifferent | 1 | 3-10 | 2-6 | 2-5 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Action Lists, Project List, Review Routine | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProductivityPlanningTasksExecution | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |