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| Criterion |  Operations Failure Mode and Effects Analysis |  Operations A3 Problem Solving |  Innovation Brainstorming |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-6 h | 45-90 min | 30-60 min | 15-30 min |
Participantsdifferent | 3-10 | 2-5 | 4-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | A3 Report, Action Plan, Root Cause Analysis | Idea pool, Theme clusters, Shortlist | Root cause notes, Countermeasures |
Tagsno overlap | RiskQualityOperationsRoot cause | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityWorkshopDivergence | Root causeIncidentLeanProblem solving |