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| Criterion |  Facilitation Six Thinking Hats |  Operations Kaizen Event |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 0.5-5 Tage | 45-90 min | 2-8 h |
Participantsdifferent | 4-12 | 4-10 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | FacilitationOptionsDecision | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations |