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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Brainstorming |  Operations Failure Mode and Effects Analysis |  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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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. | 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 | High | Medium |
Timedifferent | 1-3 h | 30-60 min | 2-6 h | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-8 | 4-12 | 3-10 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Idea pool, Theme clusters, Shortlist | FMEA Table, Risk Priority, Mitigation Actions | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityWorkshopDivergence | RiskQualityOperationsRoot cause | BrainstormingWorkshopCollaborationIdeation |