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| Criterion |  Operations Process Mapping |  UX Research Card Sorting |  Operations A3 Problem Solving |  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. | When content only makes sense internally and users can't find the structure again, card sorting exposes their mental order. Terms, groups, and naming are then aligned with the target group's expectations. | 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. | 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 20-45 min | 45-90 min | 15-30 min |
Participantsdifferent | 3-10 | Based on research question | 2-5 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Content groups, Label set, IA hypotheses | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | ProcessOperationsImprovement | Information architectureNavigationStructure | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |