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| Criterion |  Decision Making Pareto Analysis |  Operations 5 Whys |  Innovation Lean Startup |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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 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 | Low | Low | Medium | Medium |
Timedifferent | 30-60 min | 15-30 min | Wochen bis Monate je Lernzyklus | 1-4 h |
Participantsdifferent | 1-6 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Root cause notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | PrioritizationQualityFocusRoot cause | Root causeIncidentLeanProblem solving | LeanStartupValidationMVP | Root causeProblem solvingQualityIncident |