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| Criterion |  Operations 5 Whys |  Innovation TRIZ |  Operations A3 Problem Solving |  Innovation Contradiction 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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 15-30 min | 1-4 h | 45-90 min | 60-120 min |
Participantsdifferent | 2-6 | 2-8 | 2-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Contradiction Statement, Inventive Principles, Solution Concepts | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tags1 shared | Root causeIncidentLeanProblem solving | InnovationProblem solvingContradictionsCreativity | LeanProblem solvingCoachingOperations | ContradictionsInnovationProblem solving |