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| Criterion |  Operations Waste Analysis |  Agile WSJF |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 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 | High | Medium | Low |
Timedifferent | 45-120 min | 45-90 min | 45-90 min | 15-30 min |
Participantsdifferent | 2-8 | 3-10 | 2-5 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Ranked Backlog, Cost-of-Delay Assumptions | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tags1 shared | WasteLeanProcess improvement | LeanEconomicsSequencePrioritization | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |