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| Criterion |  Operations Process Mapping |  Decision Making Force Field Analysis |  Operations A3 Problem Solving |
|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 3-12 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Force Field Map, Change Levers, Risk Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProcessOperationsImprovement | ChangeDecisionStrategy | LeanProblem solvingCoachingOperations |
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