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| Criterion |  Innovation Design Charrette |  Operations Failure Mode and Effects Analysis |  Operations Kepner-Tregoe |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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. | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | Halber Tag bis mehrere Tage | 2-6 h | 2-8 h | 30-60 min |
Participantsdifferent | 10-50 | 3-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | FMEA Table, Risk Priority, Mitigation Actions | Problem Analysis, Decision Analysis, Risk Plan | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingWorkshopCollaborationIdeation | RiskQualityOperationsRoot cause | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityWorkshopDivergence |