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| Criterion |  Operations Process Mapping |  Innovation TRIZ |  Operations Fishbone Diagram |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-3 h | 1-4 h | 30-60 min | 2-8 h |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Contradiction Statement, Inventive Principles, Solution Concepts | Fishbone Diagram, Cause Categories, Investigation Backlog | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ProcessOperationsImprovement | InnovationProblem solvingContradictionsCreativity | Root causeQualityOperations | Problem solvingRoot causeDecisionOperations |