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| Criterion |  Operations Root Cause Tree Analysis |  Operations Fishbone Diagram |  Innovation Design Charrette |  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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. | 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 | Medium | Medium |
Timedifferent | 1-3 h | 30-60 min | Halber Tag bis mehrere Tage | 1-4 h |
Participantsdifferent | 2-8 | 2-8 | 10-50 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Fishbone Diagram, Cause Categories, Investigation Backlog | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeTreeIncidentQuality | Root causeQualityOperations | BrainstormingWorkshopCollaborationIdeation | Root causeProblem solvingQualityIncident |