View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Kaizen Event |  Innovation Lean Startup |  Operations 5 Whys |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | 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 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 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. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | Wochen bis Monate je Lernzyklus | 15-30 min | 1-4 h |
Participantsdifferent | 4-10 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | LeanContinuous improvementOperations | LeanStartupValidationMVP | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident |