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| Criterion |  Operations 5 Whys |  Innovation Rolestorming |  Operations 8D Problem Solving |  Innovation Brainstorming |
|---|---|---|---|---|
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. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 15-30 min | 30-60 min | 1-6 Wochen | 30-60 min |
Participantsdifferent | 2-6 | 3-12 | 4-10 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativity | QualityProblem solvingRoot cause | BrainstormingIdeationCreativityWorkshopDivergence |