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| Criterion |  Innovation Worst Possible Idea |  Operations 5 Whys |  Operations Root Cause Analysis |  Operations 8D Problem Solving |
|---|---|---|---|---|
Purposedifferent | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | 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. | 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 20-45 min | 15-30 min | 1-4 h | 1-6 Wochen |
Participantsdifferent | 3-12 | 2-6 | 3-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | IdeationCreativityDivergence | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident | QualityProblem solvingRoot cause |