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Selected:Root Cause Tree AnalysisReverse BrainstormingRoot Cause AnalysisFailure Mode and Effects Analysis
| Criterion |  Operations Root Cause Tree Analysis |  Innovation Reverse Brainstorming |  Operations Root Cause Analysis |  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. | 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. | 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 | Medium | High |
Timedifferent | 1-3 h | 30-60 min | 1-4 h | 2-6 h |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Reverse Ideas, Risk Themes, Solution Ideas | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityRisk | Root causeProblem solvingQualityIncident | RiskQualityOperationsRoot cause |