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| Criterion |  Operations Standard Work Analysis |  Innovation TRIZ |  Operations Root Cause Analysis |  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. | 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 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 | Medium | Medium |
Timedifferent | 1-3 h | 1-4 h | 1-4 h | 1-3 h |
Participantsdifferent | 2-6 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | LeanProcessQuality | InnovationProblem solvingContradictionsCreativity | Root causeProblem solvingQualityIncident | Root causeTreeIncidentQuality |