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| Criterion |  Facilitation Lean Coffee |  Operations A3 Problem Solving |  Operations 5 Whys |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | 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 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-90 min | 45-90 min | 15-30 min | 2-4 h |
Participantsdifferent | 3-20 | 2-5 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | FacilitationAutonomyDialogue | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving | Root causeSafetyIncident |