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| Criterion |  Operations PDCA Cycle |  Operations A3 Problem Solving |  Business Strategy Balanced Scorecard |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | Low | Medium | High | Low |
Timedifferent | 1 h bis mehrere Wochen | 45-90 min | Halber Tag bis mehrere Wochen | 15-30 min |
Participantsdifferent | 1-8 | 2-5 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | A3 Report, Action Plan, Root Cause Analysis | Balanced Scorecard, Strategic Measures, Initiative Map | Root cause notes, Countermeasures |
Tagsno overlap | Continuous improvementLeanExperiments | LeanProblem solvingCoachingOperations | StrategyMetricsExecution | Root causeIncidentLeanProblem solving |