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| Criterion |  Operations DMAIC |  Decision Making Constraint Analysis |  Operations Root Cause Tree Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | High | Low | Medium | Low |
Timedifferent | 2-12 Wochen | 30-90 min | 1-3 h | 15-30 min |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Cause Tree, Evidence Notes, Countermeasures | Root cause notes, Countermeasures |
Tagsno overlap | Continuous improvementQualityProcess improvement | ConstraintsDecisionPlanningOptions | Root causeTreeIncidentQuality | Root causeIncidentLeanProblem solving |