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| Criterion |  Operations DMAIC |  Operations Root Cause Analysis |  Innovation TRIZ |  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. | 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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Medium |
Timedifferent | 2-12 Wochen | 1-4 h | 1-4 h | 1-3 h |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Contradiction Statement, Inventive Principles, Solution Concepts | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Continuous improvementQualityProcess improvement | Root causeProblem solvingQualityIncident | InnovationProblem solvingContradictionsCreativity | Root causeTreeIncidentQuality |