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| Criterion |  Operations 5 Whys |  Operations Root Cause Tree Analysis |  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. | 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. | 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 | Medium | Low |
Timedifferent | 15-30 min | 1-3 h | 30-60 min |
Participantsdifferent | 2-6 | 2-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityWorkshopDivergence |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
