View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Innovation Lean Startup |  Operations Failure Mode and Effects Analysis |  Operations 5 Whys |  Operations Fishbone Diagram |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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 has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 2-6 h | 15-30 min | 30-60 min |
Participantsdifferent | 2-8 | 3-10 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | LeanStartupValidationMVP | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving | Root causeQualityOperations |