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| Criterion |  Operations Change Analysis |  Innovation Lean Startup |  Engineering Hypothesis-Driven Troubleshooting |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-120 min | Wochen bis Monate je Lernzyklus | 30-240 min | 15-30 min |
Participantsdifferent | 2-6 | 2-8 | 1-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Root cause notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | LeanStartupValidationMVP | TroubleshootingProblem solvingDiagnosis | Root causeIncidentLeanProblem solving |