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| Criterion |  Operations 5 Whys |  Facilitation Six Thinking Hats |  Operations 8D Problem Solving |  Facilitation Decision Jam |
|---|---|---|---|---|
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 topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 15-30 min | 45-90 min | 1-6 Wochen | 60-90 min |
Participantsdifferent | 2-6 | 4-12 | 4-10 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Perspective Notes, Decision Inputs, Action Items | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | Root causeIncidentLeanProblem solving | FacilitationOptionsDecision | QualityProblem solvingRoot cause | FacilitationDecisionProblem solvingWorkshop |