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| Criterion |  Systems Thinking Rich Picture |  Operations Scatter Diagram |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | 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. | 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 | Low | Low | Low | Medium |
Timedifferent | 30-90 min | 30-90 min | 15-30 min | 45-90 min |
Participantsdifferent | 2-10 | 1-4 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Rich Picture, Problem Framing Notes | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | Root causeQualityVisualization | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |