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| Criterion |  Facilitation Timeline |  Operations PDCA Cycle |  Systems Thinking Current Reality Tree |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30-90 min | 1 h bis mehrere Wochen | 2-6 h | 15-30 min |
Participantsdifferent | 2-12 | 1-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures |
Tagsno overlap | TimelineFacilitationSequence | Continuous improvementLeanExperiments | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving |