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| Criterion |  Operations Root Cause Tree Analysis |  Operations Root Cause Analysis |  Innovation TRIZ |  Operations Barrier 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. | 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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 1-4 h | 1-4 h | 2-4 h |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Contradiction Statement, Inventive Principles, Solution Concepts | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | Root causeTreeIncidentQuality | Root causeProblem solvingQualityIncident | InnovationProblem solvingContradictionsCreativity | Root causeSafetyIncident |