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| Criterion |  Operations Root Cause Tree Analysis |  Operations 5 Whys |  Innovation Design Charrette |
|---|---|---|---|
Purposedifferent | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-3 h | 15-30 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-8 | 2-6 | 10-50 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Root cause notes, Countermeasures | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | Root causeTreeIncidentQuality | Root causeIncidentLeanProblem solving | BrainstormingWorkshopCollaborationIdeation |
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