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| Criterion |  Operations Standard Work Analysis |  Innovation Double Diamond |  Operations Root Cause Tree Analysis |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | Wochen bis Monate | 1-3 h | 2-4 h |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Cause Tree, Evidence Notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | LeanProcessQuality | ProcessDivergenceInnovation | Root causeTreeIncidentQuality | Root causeSafetyIncident |