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| Criterion |  Operations 5 Whys |  Operations Root Cause Tree Analysis |  Innovation Brainstorming |  Operations Root Cause 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. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 15-30 min | 1-3 h | 30-60 min | 1-4 h |
Participantsdifferent | 2-6 | 2-8 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures | Idea pool, Theme clusters, Shortlist | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityWorkshopDivergence | Root causeProblem solvingQualityIncident |