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| Criterion |  Operations Standard Work Analysis |  Innovation TRIZ |  Operations 5 Whys |  Operations Root Cause Tree 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 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 1-4 h | 15-30 min | 1-3 h |
Participantsdifferent | 2-6 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | LeanProcessQuality | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality |