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| Criterion |  Product Strategy Lean Canvas |  Operations Root Cause Tree Analysis |  Innovation Lean Startup |  Operations 8D Problem Solving |
|---|---|---|---|---|
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 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. | 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 1-3 h | Wochen bis Monate je Lernzyklus | 1-6 Wochen |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Cause Tree, Evidence Notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Root causeTreeIncidentQuality | LeanStartupValidationMVP | QualityProblem solvingRoot cause |