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| Criterion |  Operations Kepner-Tregoe |  Operations A3 Problem Solving |  Innovation TRIZ |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 2-8 h | 45-90 min | 1-4 h | 15-30 min |
Participantsdifferent | 2-8 | 2-5 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures |
Tags1 shared | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving |