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| Criterion |  Operations 5 Whys |  Decision Making Pareto Analysis |  Innovation Lean Startup |  Operations Root Cause Tree 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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. | 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 | Low | Low | Medium | Medium |
Timedifferent | 15-30 min | 30-60 min | Wochen bis Monate je Lernzyklus | 1-3 h |
Participantsdifferent | 2-6 | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Pareto Chart, Top Causes, Focus List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Root causeIncidentLeanProblem solving | PrioritizationQualityFocusRoot cause | LeanStartupValidationMVP | Root causeTreeIncidentQuality |