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| Criterion |  Operations Root Cause Tree Analysis |  Operations Failure Mode and Effects Analysis |  Operations Kaizen Event |  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. | 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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | High | Medium | Medium |
Timedifferent | 1-3 h | 2-6 h | 0.5-5 Tage | 1-4 h |
Participantsdifferent | 2-8 | 3-10 | 4-10 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | FMEA Table, Risk Priority, Mitigation Actions | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeTreeIncidentQuality | RiskQualityOperationsRoot cause | LeanContinuous improvementOperations | Root causeProblem solvingQualityIncident |