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| Criterion |  Operations 5 Whys |  Operations Root Cause Tree Analysis |  Innovation Rapid Ideation |  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 decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | 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 | 5-20 min | 1-4 h |
Participantsdifferent | 2-6 | 2-8 | 1-20 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures | Ideenpool, Roh-Shortlist, Cluster | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality | BrainstormingIdeationDivergenceSpeed | Root causeProblem solvingQualityIncident |