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| Criterion |  Operations PDCA Cycle |  Facilitation Six Thinking Hats |  Facilitation Decision Jam |  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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 | Low | Low |
Timedifferent | 1 h bis mehrere Wochen | 45-90 min | 60-90 min | 15-30 min |
Participantsdifferent | 1-8 | 4-12 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Perspective Notes, Decision Inputs, Action Items | Problem Cluster, Prioritized Challenge, Experiment | Root cause notes, Countermeasures |
Tagsno overlap | Continuous improvementLeanExperiments | FacilitationOptionsDecision | FacilitationDecisionProblem solvingWorkshop | Root causeIncidentLeanProblem solving |