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| Criterion |  Operations Root Cause Tree Analysis |  Innovation SCAMPER |  Operations Fishbone Diagram |  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 an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | 30-60 min | 2-6 h |
Participantsdifferent | 2-8 | 2-10 | 2-8 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | SCAMPER Idea List, Concept Shortlist, Variation Notes | Fishbone Diagram, Cause Categories, Investigation Backlog | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeTreeIncidentQuality | BrainstormingIdeationCreativityReframingInnovation | Root causeQualityOperations | RiskQualityOperationsRoot cause |