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| Criterion |  Operations Failure Mode and Effects Analysis |  Innovation Reverse Brainstorming |  Operations Kepner-Tregoe |  Innovation Brainstorming |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 2-6 h | 30-60 min | 2-8 h | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | Reverse Ideas, Risk Themes, Solution Ideas | Problem Analysis, Decision Analysis, Risk Plan | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativityRisk | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityWorkshopDivergence |