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| Criterion |  Product Strategy Lean Canvas |  Operations PDCA Cycle |  Operations Root Cause Analysis |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | 1 h bis mehrere Wochen | 1-4 h | 1-3 h |
Participantsdifferent | 1-6 | 1-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Continuous improvementLeanExperiments | Root causeProblem solvingQualityIncident | Root causeTreeIncidentQuality |