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| Criterion |  Operations ABC Analysis |  Operations 5 Whys |  Innovation Lean Startup |  Operations Root Cause Analysis |
|---|---|---|---|---|
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. | 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 | Low | Medium | Medium |
Timedifferent | 30-60 min | 15-30 min | Wochen bis Monate je Lernzyklus | 1-4 h |
Participantsdifferent | 1-5 | 2-6 | 2-8 | 3-8 |
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 Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | PrioritizationOperationsPortfolio | Root causeIncidentLeanProblem solving | LeanStartupValidationMVP | Root causeProblem solvingQualityIncident |