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| Criterion |  Operations 5 Whys |  Innovation Reverse Brainstorming |  Operations Failure Mode and Effects Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | 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. | 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 | Low | High | Medium |
Timedifferent | 15-30 min | 30-60 min | 2-6 h | 45-90 min |
Participantsdifferent | 2-6 | 3-12 | 3-10 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Reverse Ideas, Risk Themes, Solution Ideas | FMEA Table, Risk Priority, Mitigation Actions | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityRisk | RiskQualityOperationsRoot cause | LeanProblem solvingCoachingOperations |