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| Criterion |  Operations Root Cause Analysis |  Innovation SCAMPER |  Innovation TRIZ |  Operations 5 Whys |
|---|---|---|---|---|
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 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 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. | 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 | Medium | Low | High | Low |
Timedifferent | 1-4 h | 30-60 min | 1-4 h | 15-30 min |
Participantsdifferent | 3-8 | 2-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | SCAMPER Idea List, Concept Shortlist, Variation Notes | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures |
Tagsno overlap | Root causeProblem solvingQualityIncident | BrainstormingIdeationCreativityReframingInnovation | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving |