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| Criterion |  Operations Getting Things Done |  Operations Root Cause Analysis |  Innovation TRIZ |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | Medium | Medium | High | Low |
Timedifferent | 1-2 h Setup, laufend | 1-4 h | 1-4 h | 15-30 min |
Participantsdifferent | 1 | 3-8 | 2-8 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Action Lists, Project List, Review Routine | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures |
Tagsno overlap | ProductivityPlanningTasksExecution | Root causeProblem solvingQualityIncident | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving |