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| Criterion |  Operations PDCA Cycle |  Operations A3 Problem Solving |  Facilitation Team Charter |  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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 | Medium | Low |
Timedifferent | 1 h bis mehrere Wochen | 45-90 min | 2-4 h | 15-30 min |
Participantsdifferent | 1-8 | 2-5 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | A3 Report, Action Plan, Root Cause Analysis | Team Charter, Working Norms, Role Notes | Root cause notes, Countermeasures |
Tagsno overlap | Continuous improvementLeanExperiments | LeanProblem solvingCoachingOperations | TeamAlignmentCollaboration | Root causeIncidentLeanProblem solving |