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| Criterion |  Engineering Hypothesis-Driven Troubleshooting |  Operations A3 Problem Solving |  Operations After-Action Review |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | 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. | 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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-240 min | 45-90 min | 20-45 min | 0.5-5 Tage |
Participantsdifferent | 1-6 | 2-5 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | TroubleshootingProblem solvingDiagnosis | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | LeanContinuous improvementOperations |