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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Crazy 8s |  Operations Failure Mode and Effects Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 8-15 min | 2-6 h | 1-4 h |
Participantsdifferent | 2-8 | 1-10 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Sketch Set, Idea Shortlist, Direction Options | FMEA Table, Risk Priority, Mitigation Actions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingSketchingSpeedDivergenceDesign sprint | RiskQualityOperationsRoot cause | Root causeProblem solvingQualityIncident |