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| Criterion |  Operations Visual Management |  Operations A3 Problem Solving |  Decision Making Decision Rights Mapping |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Low |
Timedifferent | Ongoing | 45-90 min | 90-180 min | 15-30 min |
Participantsdifferent | 1-20 | 2-5 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | A3 Report, Action Plan, Root Cause Analysis | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | LeanProblem solvingCoachingOperations | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving |