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| Criterion |  Operations Change Analysis |  Decision Making RAPID |  Operations Root Cause Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-120 min | 45-90 min | 1-4 h | 15-30 min |
Participantsdifferent | 2-6 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | RAPID Role Map, Recommendation, Decision Log | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DecisionRolesGovernance | Root causeProblem solvingQualityIncident | Root causeIncidentLeanProblem solving |