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| Criterion |  Operations Visual Management |  Operations A3 Problem Solving |  Decision Making Constraint Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Medium | Low | Low |
Timedifferent | Ongoing | 45-90 min | 30-90 min | 15-30 min |
Participantsdifferent | 1-20 | 2-5 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | A3 Report, Action Plan, Root Cause Analysis | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | LeanProblem solvingCoachingOperations | ConstraintsDecisionPlanningOptions | Root causeIncidentLeanProblem solving |