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| Criterion |  Operations DMAIC |  Operations Root Cause Analysis |  Innovation SCAMPER |  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 problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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 | Low | Low |
Timedifferent | 2-12 Wochen | 1-4 h | 30-60 min | 15-30 min |
Participantsdifferent | 3-10 | 3-8 | 2-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | SCAMPER Idea List, Concept Shortlist, Variation Notes | Root cause notes, Countermeasures |
Tagsno overlap | Continuous improvementQualityProcess improvement | Root causeProblem solvingQualityIncident | BrainstormingIdeationCreativityReframingInnovation | Root causeIncidentLeanProblem solving |