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| Criterion |  Agile Ideal Days |  Operations 5 Whys |  Operations Barrier Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 | Low | Medium | Medium |
Timedifferent | 15-60 min | 15-30 min | 2-4 h | 45-90 min |
Participantsdifferent | 2-9 | 2-6 | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Root cause notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | EstimationEffortAgile | Root causeIncidentLeanProblem solving | Root causeSafetyIncident | LeanProblem solvingCoachingOperations |