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| Criterion |  Agile Ideal Days |  Operations 5 Whys |  Operations Root Cause Tree 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 problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | 1-3 h | 45-90 min |
Participantsdifferent | 2-9 | 2-6 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | EstimationEffortAgile | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality | LeanProblem solvingCoachingOperations |