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| Criterion |  Innovation Double Diamond |  Operations DMAIC |  Operations 5 Whys |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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 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. | 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 | Medium | High | Low | Medium |
Timedifferent | Wochen bis Monate | 2-12 Wochen | 15-30 min | 1-3 h |
Participantsdifferent | 3-12 | 3-10 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | ProcessDivergenceInnovation | Continuous improvementQualityProcess improvement | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality |