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| Criterion |  Product Strategy Lean Canvas |  Operations Kaizen Event |  DevOps Incident Command |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | During an acute incident with several people involved, the method creates a clear leadership and communication structure. It reduces chaos when fast coordination and clean situational awareness are both needed at once. | 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 | 45-90 min | 0.5-5 Tage | As needed | 15-30 min |
Participantsdifferent | 1-6 | 4-10 | 4-15 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Incident Log, Action Tracker, Stakeholder Updates | Root cause notes, Countermeasures |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanContinuous improvementOperations | IncidentOperationsReliability | Root causeIncidentLeanProblem solving |