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| Criterion |  Operations PDCA Cycle |  Operations 5 Whys |  Innovation Contradiction Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 | 1 h bis mehrere Wochen | 15-30 min | 60-120 min | 45-90 min |
Participantsdifferent | 1-8 | 2-6 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Root cause notes, Countermeasures | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Continuous improvementLeanExperiments | Root causeIncidentLeanProblem solving | ContradictionsInnovationProblem solving | LeanProblem solvingCoachingOperations |