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| Criterion |  Operations Fishbone Diagram |  Innovation SCAMPER |  Innovation Brainstorming |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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 an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 30-60 min | 30-60 min | 30-60 min | 2-6 h |
Participantsdifferent | 2-8 | 2-10 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Fishbone Diagram, Cause Categories, Investigation Backlog | SCAMPER Idea List, Concept Shortlist, Variation Notes | Idea pool, Theme clusters, Shortlist | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeQualityOperations | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityWorkshopDivergence | RiskQualityOperationsRoot cause |