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| Criterion |  Systems Thinking Systems Mapping |  Operations 5 Whys |  Operations A3 Problem Solving |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 15-30 min | 45-90 min | 2-4 h |
Participantsdifferent | 3-12 | 2-6 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations | Root causeSafetyIncident |