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| Criterion |  Decision Making PERT Estimation |  Operations Root Cause Analysis |  Operations A3 Problem Solving |
|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 15-45 min | 1-4 h | 45-90 min |
Participantsdifferent | 1-8 | 3-8 | 2-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | EstimationUncertaintyRisk | Root causeProblem solvingQualityIncident | LeanProblem solvingCoachingOperations |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
