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| Criterion |  Operations Waste Analysis |  Operations Kepner-Tregoe |  Facilitation Consensus Workshop |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 45-120 min | 2-8 h | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 5-30 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Problem Analysis, Decision Analysis, Risk Plan | Consensus Clusters, Theme Titles, Priority Areas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | WasteLeanProcess improvement | Problem solvingRoot causeDecisionOperations | FacilitationConsensusWorkshopAlignment | LeanProblem solvingCoachingOperations |