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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Reverse Brainstorming |  Innovation Crazy 8s |  Operations Failure Mode and Effects 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 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. | 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. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 1-3 h | 30-60 min | 8-15 min | 2-6 h |
Participantsdifferent | 2-8 | 3-12 | 1-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Reverse Ideas, Risk Themes, Solution Ideas | Sketch Set, Idea Shortlist, Direction Options | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityRisk | BrainstormingSketchingSpeedDivergenceDesign sprint | RiskQualityOperationsRoot cause |