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Selected:Visual ManagementContradiction AnalysisFailure Mode and Effects AnalysisRoot Cause Analysis
| Criterion |  Operations Visual Management |  Innovation Contradiction Analysis |  Operations Failure Mode and Effects Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | Ongoing | 60-120 min | 2-6 h | 1-4 h |
Participantsdifferent | 1-20 | 2-8 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | FMEA Table, Risk Priority, Mitigation Actions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | SignalsOperationsVisual management | ContradictionsInnovationProblem solving | RiskQualityOperationsRoot cause | Root causeProblem solvingQualityIncident |