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| Criterion |  Operations DMAIC |  Decision Making Decision Tree |  Facilitation Six Thinking Hats |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-12 Wochen | 30-90 min | 45-90 min | 1-3 h |
Participantsdifferent | 3-10 | 1-6 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Decision Tree, Option Map, Assumption List | Perspective Notes, Decision Inputs, Action Items | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Continuous improvementQualityProcess improvement | DecisionTreeOptions | FacilitationOptionsDecision | Root causeTreeIncidentQuality |