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| Criterion |  Innovation Lean Startup |  Operations Root Cause Tree 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | Medium | Medium | High |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-3 h | 45-90 min | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 2-5 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Cause Tree, Evidence Notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanStartupValidationMVP | Root causeTreeIncidentQuality | LeanProblem solvingCoachingOperations | RiskQualityOperationsRoot cause |