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| Criterion |  Operations 5 Whys |  Operations Root Cause Analysis |  Decision Making RAPID |  Operations Root Cause Tree 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 15-30 min | 1-4 h | 45-90 min | 1-3 h |
Participantsdifferent | 2-6 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | RAPID Role Map, Recommendation, Decision Log | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident | DecisionRolesGovernance | Root causeTreeIncidentQuality |