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| Criterion |  Operations Fault Tree Analysis |  Operations Kepner-Tregoe |  Decision Making Red Teaming |  Operations 8D Problem Solving |
|---|---|---|---|---|
Purposedifferent | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. |
Complexitysame | High | High | High | High |
Timedifferent | 2-6 h | 2-8 h | 1-4 h | 1-6 Wochen |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Problem Analysis, Decision Analysis, Risk Plan | Challenge Findings, Risk Register, Mitigation Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | RiskRoot causeSafety | Problem solvingRoot causeDecisionOperations | RiskDecisionSensemaking | QualityProblem solvingRoot cause |