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| Criterion |  Innovation Brainwriting |  Operations Failure Mode and Effects Analysis |  Operations Root Cause Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 15-30 min | 2-6 h | 1-4 h | 2-8 h |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | FMEA Table, Risk Priority, Mitigation Actions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | RiskQualityOperationsRoot cause | Root causeProblem solvingQualityIncident | Problem solvingRoot causeDecisionOperations |