View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations 5 Whys |  Operations A3 Problem Solving |  Innovation Lean Startup |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | Medium | Medium |
Timedifferent | 15-30 min | 45-90 min | Wochen bis Monate je Lernzyklus | 1-4 h |
Participantsdifferent | 2-6 | 2-5 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations | LeanStartupValidationMVP | Root causeProblem solvingQualityIncident |