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| Criterion |  Operations Kaizen Event |  Operations 5 Whys |  Innovation TRIZ |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 0.5-5 Tage | 15-30 min | 1-4 h | 1-4 h |
Participantsdifferent | 4-10 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Root cause notes, Countermeasures | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | LeanContinuous improvementOperations | Root causeIncidentLeanProblem solving | InnovationProblem solvingContradictionsCreativity | Root causeProblem solvingQualityIncident |