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| Criterion |  Operations Root Cause Tree Analysis |  Operations Failure Mode and Effects Analysis |  Innovation Crazy 8s |  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 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. | 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 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 | High | Low | Low |
Timedifferent | 1-3 h | 2-6 h | 8-15 min | 15-30 min |
Participantsdifferent | 2-8 | 3-10 | 1-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | FMEA Table, Risk Priority, Mitigation Actions | Sketch Set, Idea Shortlist, Direction Options | Root cause notes, Countermeasures |
Tagsno overlap | Root causeTreeIncidentQuality | RiskQualityOperationsRoot cause | BrainstormingSketchingSpeedDivergenceDesign sprint | Root causeIncidentLeanProblem solving |