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| Criterion |  Operations Kepner-Tregoe |  Systems Thinking Theory of Constraints Thinking Process |  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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. | 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 | High | Low |
Timedifferent | 2-8 h | 0.5-3 Tage | 15-30 min |
Participantsdifferent | 2-8 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | Root cause notes, Countermeasures |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | Theory of ConstraintsConstraintsSystems thinkingCausality | Root causeIncidentLeanProblem solving |
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