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| Criterion |  Operations DMAIC |  Innovation Lean Startup |  Operations Kaizen Event |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 2-12 Wochen | Wochen bis Monate je Lernzyklus | 0.5-5 Tage | 2-6 h |
Participantsdifferent | 3-10 | 2-8 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Continuous improvementQualityProcess improvement | LeanStartupValidationMVP | LeanContinuous improvementOperations | RiskQualityOperationsRoot cause |