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| Criterion |  Innovation Lean Startup |  Operations Gemba Walk |  Engineering Hypothesis-Driven Troubleshooting |  Operations 5 Whys |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | 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 | Low | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-120 min | 30-240 min | 15-30 min |
Participantsdifferent | 2-8 | 2-6 | 1-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Observation Notes, Improvement Ideas | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | LeanObservationProcessOperations | TroubleshootingProblem solvingDiagnosis | Root causeIncidentLeanProblem solving |