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| Criterion |  Operations Root Cause Tree Analysis |  Operations Failure Mode and Effects Analysis |  Innovation Reverse Brainstorming |  Innovation Rolestorming |
|---|---|---|---|---|
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 persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | 2-6 h | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 3-10 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | FMEA Table, Risk Priority, Mitigation Actions | Reverse Ideas, Risk Themes, Solution Ideas | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist |
Tagsno overlap | Root causeTreeIncidentQuality | RiskQualityOperationsRoot cause | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativity |