View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations DMAIC |  Innovation TRIZ |  Operations Fishbone Diagram |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | High | High | Low | High |
Timedifferent | 2-12 Wochen | 1-4 h | 30-60 min | 2-8 h |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Contradiction Statement, Inventive Principles, Solution Concepts | Fishbone Diagram, Cause Categories, Investigation Backlog | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | Continuous improvementQualityProcess improvement | InnovationProblem solvingContradictionsCreativity | Root causeQualityOperations | Problem solvingRoot causeDecisionOperations |