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| Criterion |  Systems Thinking Systems Mapping |  Operations A3 Problem Solving |  Operations Change Analysis |  Operations 8D Problem Solving |
|---|---|---|---|---|
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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 45-90 min | 45-120 min | 1-6 Wochen |
Participantsdifferent | 3-12 | 2-5 | 2-6 | 4-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | A3 Report, Action Plan, Root Cause Analysis | Change Matrix, Cause Hypotheses, Validation Questions, Action List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | LeanProblem solvingCoachingOperations | ChangeRoot causeTroubleshootingComparison | QualityProblem solvingRoot cause |