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| Criterion |  Operations Change Analysis |  Innovation TRIZ |  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. | 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 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 | High | Low |
Timedifferent | 45-120 min | 1-4 h | 15-30 min |
Participantsdifferent | 2-6 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
