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| Criterion |  Operations 5 Whys |  Innovation TRIZ |  Operations Root Cause Tree Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 15-30 min | 1-4 h | 1-3 h | 45-90 min |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Contradiction Statement, Inventive Principles, Solution Concepts | Cause Tree, Evidence Notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Root causeIncidentLeanProblem solving | InnovationProblem solvingContradictionsCreativity | Root causeTreeIncidentQuality | LeanProblem solvingCoachingOperations |