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| Criterion |  Operations 5 Whys |  Decision Making PERT Estimation |  Operations Root Cause Tree Analysis |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 15-30 min | 15-45 min | 1-3 h | 2-6 h |
Participantsdifferent | 2-6 | 1-8 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Root cause notes, Countermeasures | PERT Estimate, Expected Value, Risk Notes | Cause Tree, Evidence Notes, Countermeasures | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeIncidentLeanProblem solving | EstimationUncertaintyRisk | Root causeTreeIncidentQuality | RiskQualityOperationsRoot cause |