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Selected:Root Cause AnalysisA3 Problem SolvingContradiction AnalysisFailure Mode and Effects Analysis
| Criterion |  Operations Root Cause Analysis |  Operations A3 Problem Solving |  Innovation Contradiction Analysis |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 | Medium | Medium | Medium | High |
Timedifferent | 1-4 h | 45-90 min | 60-120 min | 2-6 h |
Participantsdifferent | 3-8 | 2-5 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeProblem solvingQualityIncident | LeanProblem solvingCoachingOperations | ContradictionsInnovationProblem solving | RiskQualityOperationsRoot cause |