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| Criterion |  Operations Process Mapping |  Operations A3 Problem Solving |  Agile Specification by Example |  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 business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | 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 | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 60-90 min pro Feature | 15-30 min |
Participantsdifferent | 3-10 | 2-5 | 3-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Example Table, Acceptance Tests | Root cause notes, Countermeasures |
Tagsno overlap | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | AgileRequirementsExamplesBehavior-Driven Development | Root causeIncidentLeanProblem solving |