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| Criterion |  Innovation Lean Startup |  Operations Kaizen Event |  Operations 5 Whys |  Operations Root Cause Analysis |
|---|---|---|---|---|
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 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. | 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 keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 0.5-5 Tage | 15-30 min | 1-4 h |
Participantsdifferent | 2-8 | 4-10 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | LeanStartupValidationMVP | LeanContinuous improvementOperations | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident |