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| Criterion |  Systems Thinking Systems Mapping |  Operations A3 Problem Solving |  Operations 5 Whys |  Operations Root Cause 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 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 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 15-30 min | 1-4 h |
Participantsdifferent | 3-12 | 2-5 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident |