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| Criterion |  Agile Ideal Days |  Operations Barrier Analysis |  Operations A3 Problem Solving |  Operations Root Cause Analysis |
|---|---|---|---|---|
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 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 15-60 min | 2-4 h | 45-90 min | 1-4 h |
Participantsdifferent | 2-9 | 2-6 | 2-5 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | EstimationEffortAgile | Root causeSafetyIncident | LeanProblem solvingCoachingOperations | Root causeProblem solvingQualityIncident |