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| Criterion |  Decision Making PERT Estimation |  Operations A3 Problem Solving |  Operations Fishbone Diagram |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 15-45 min | 45-90 min | 30-60 min | 2-8 h |
Participantsdifferent | 1-8 | 2-5 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | A3 Report, Action Plan, Root Cause Analysis | Fishbone Diagram, Cause Categories, Investigation Backlog | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | EstimationUncertaintyRisk | LeanProblem solvingCoachingOperations | Root causeQualityOperations | Problem solvingRoot causeDecisionOperations |