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| Criterion |  Operations DMAIC |  Innovation Double Diamond |  Operations Root Cause Tree Analysis |  Operations Root Cause 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 complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 2-12 Wochen | Wochen bis Monate | 1-3 h | 1-4 h |
Participantsdifferent | 3-10 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Cause Tree, Evidence Notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Continuous improvementQualityProcess improvement | ProcessDivergenceInnovation | Root causeTreeIncidentQuality | Root causeProblem solvingQualityIncident |