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| Criterion |  Innovation Lean Startup |  Operations Process Mapping |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-3 h | 15-30 min |
Participantsdifferent | 2-8 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Process Map, Handoff List, Improvement Backlog | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | ProcessOperationsImprovement | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
