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| Criterion |  Operations ABC Analysis |  Operations 5 Whys |  Innovation Lean Startup |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Low | Medium | High |
Timedifferent | 30-60 min | 15-30 min | Wochen bis Monate je Lernzyklus | 2-8 h |
Participantsdifferent | 1-5 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Root cause notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | PrioritizationOperationsPortfolio | Root causeIncidentLeanProblem solving | LeanStartupValidationMVP | Problem solvingRoot causeDecisionOperations |