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| Criterion |  Innovation Rolestorming |  Operations Failure Mode and Effects Analysis |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | High | Medium | Low |
Timedifferent | 30-60 min | 2-6 h | 45-90 min | 15-30 min |
Participantsdifferent | 3-12 | 3-10 | 2-5 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | FMEA Table, Risk Priority, Mitigation Actions | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | BrainstormingIdeationCreativity | RiskQualityOperationsRoot cause | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |