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| Criterion |  Innovation Worst Possible Idea |  Operations Root Cause Analysis |  Operations Failure Mode and Effects 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. | 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 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. | 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 | Medium | High | High |
Timedifferent | 20-45 min | 1-4 h | 2-6 h | 1-6 Wochen |
Participantsdifferent | 3-12 | 3-8 | 3-10 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | FMEA Table, Risk Priority, Mitigation Actions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | IdeationCreativityDivergence | Root causeProblem solvingQualityIncident | RiskQualityOperationsRoot cause | QualityProblem solvingRoot cause |