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| Criterion |  Operations DMAIC |  Innovation Rolestorming |  Operations Root Cause Analysis |  Innovation Brainstorming |
|---|---|---|---|---|
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 search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-12 Wochen | 30-60 min | 1-4 h | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Continuous improvementQualityProcess improvement | BrainstormingIdeationCreativity | Root causeProblem solvingQualityIncident | BrainstormingIdeationCreativityWorkshopDivergence |