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| Criterion |  Operations Process Mapping |  Operations A3 Problem Solving |  UX Research Affinity Diagramming |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. | 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 | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 45–90 min | 15-30 min |
Participantsdifferent | 3-10 | 2-5 | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Theme clusters, Insight statements, Opportunity areas | Root cause notes, Countermeasures |
Tagsno overlap | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | SynthesisQualitativeRoot cause | Root causeIncidentLeanProblem solving |