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| Criterion |  Agile Ideal Days |  Operations Root Cause Tree Analysis |  Operations 8D Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | Low | Medium | High | Low |
Timedifferent | 15-60 min | 1-3 h | 1-6 Wochen | 15-30 min |
Participantsdifferent | 2-9 | 2-8 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Cause Tree, Evidence Notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | EstimationEffortAgile | Root causeTreeIncidentQuality | QualityProblem solvingRoot cause | Root causeIncidentLeanProblem solving |