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| Criterion |  Operations DMAIC |  Facilitation Six Thinking Hats |  Operations Root Cause Tree Analysis |  Operations 8D Problem Solving |
|---|---|---|---|---|
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 topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 2-12 Wochen | 45-90 min | 1-3 h | 1-6 Wochen |
Participantsdifferent | 3-10 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Perspective Notes, Decision Inputs, Action Items | Cause Tree, Evidence Notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Continuous improvementQualityProcess improvement | FacilitationOptionsDecision | Root causeTreeIncidentQuality | QualityProblem solvingRoot cause |