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| Criterion |  Operations Kepner-Tregoe |  Innovation SCAMPER |  Innovation Reverse Brainstorming |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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 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. |
Complexitydifferent | High | Low | Low | High |
Timedifferent | 2-8 h | 30-60 min | 30-60 min | 2-6 h |
Participantsdifferent | 2-8 | 2-10 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | SCAMPER Idea List, Concept Shortlist, Variation Notes | Reverse Ideas, Risk Themes, Solution Ideas | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityRisk | RiskQualityOperationsRoot cause |