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| Criterion |  Decision Making Red Teaming |  Operations A3 Problem Solving |  Operations 8D Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | High | Medium | High | Low |
Timedifferent | 1-4 h | 45-90 min | 1-6 Wochen | 15-30 min |
Participantsdifferent | 3-8 | 2-5 | 4-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | A3 Report, Action Plan, Root Cause Analysis | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | RiskDecisionSensemaking | LeanProblem solvingCoachingOperations | QualityProblem solvingRoot cause | Root causeIncidentLeanProblem solving |