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| Criterion |  Operations DMAIC |  Innovation Contradiction Analysis |  Operations Standard Work 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 a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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 | Medium | Medium | Low |
Timedifferent | 2-12 Wochen | 60-120 min | 1-3 h | 15-30 min |
Participantsdifferent | 3-10 | 2-8 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Root cause notes, Countermeasures |
Tagsno overlap | Continuous improvementQualityProcess improvement | ContradictionsInnovationProblem solving | LeanProcessQuality | Root causeIncidentLeanProblem solving |