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| Criterion |  Operations Root Cause Tree Analysis |  Innovation Rolestorming |  Operations Root Cause Analysis |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | 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. | 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 30-60 min | 1-4 h | 1-6 Wochen |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativity | Root causeProblem solvingQualityIncident | QualityProblem solvingRoot cause |