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| Criterion |  Operations Root Cause Tree Analysis |  Operations Change Analysis |  Operations Failure Mode and Effects Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 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 | Medium | High | Low |
Timedifferent | 1-3 h | 45-120 min | 2-6 h | 15-30 min |
Participantsdifferent | 2-8 | 2-6 | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Change Matrix, Cause Hypotheses, Validation Questions, Action List | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures |
Tags1 shared | Root causeTreeIncidentQuality | ChangeRoot causeTroubleshootingComparison | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving |