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| Criterion |  Innovation Lean Startup |  Decision Making Pareto Analysis |  Operations A3 Problem Solving |  Operations Failure Mode and Effects 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 45-90 min | 2-6 h |
Participantsdifferent | 2-8 | 1-6 | 2-5 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Pareto Chart, Top Causes, Focus List | A3 Report, Action Plan, Root Cause Analysis | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanStartupValidationMVP | PrioritizationQualityFocusRoot cause | LeanProblem solvingCoachingOperations | RiskQualityOperationsRoot cause |