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| Criterion |  Operations DMAIC |  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. | 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 | Low | Low |
Timedifferent | 2-12 Wochen | 30-60 min | 15-30 min |
Participantsdifferent | 3-10 | 2-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | SCAMPER Idea List, Concept Shortlist, Variation Notes | Root cause notes, Countermeasures |
Tagsno overlap | Continuous improvementQualityProcess improvement | BrainstormingIdeationCreativityReframingInnovation | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
