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| Criterion |  Operations Change Analysis |  Operations 8D Problem Solving |  Facilitation Stakeholder Mapping |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Medium | High | Low | Medium |
Timedifferent | 45-120 min | 1-6 Wochen | 60–90 min | 1-4 h |
Participantsdifferent | 2-6 | 4-10 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Stakeholder Map, Engagement Plan, Risk Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | QualityProblem solvingRoot cause | StakeholdersAlignmentFacilitationChange | Root causeProblem solvingQualityIncident |