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| Criterion |  Operations DMAIC |  Decision Making Red Teaming |  Operations Kepner-Tregoe |  Operations Fishbone Diagram |
|---|---|---|---|---|
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 strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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 problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | High | High | High | Low |
Timedifferent | 2-12 Wochen | 1-4 h | 2-8 h | 30-60 min |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Challenge Findings, Risk Register, Mitigation Plan | Problem Analysis, Decision Analysis, Risk Plan | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | Continuous improvementQualityProcess improvement | RiskDecisionSensemaking | Problem solvingRoot causeDecisionOperations | Root causeQualityOperations |