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| Criterion |  Operations Fishbone Diagram |  Operations Failure Mode and Effects Analysis |  Innovation Rolestorming |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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 process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | 2-6 h | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 3-10 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Fishbone Diagram, Cause Categories, Investigation Backlog | FMEA Table, Risk Priority, Mitigation Actions | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | Root causeQualityOperations | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityRisk |