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| Criterion |  Operations PDCA Cycle |  Operations 5 Whys |  Innovation Lean Startup |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 | 1 h bis mehrere Wochen | 15-30 min | Wochen bis Monate je Lernzyklus | 1-4 h |
Participantsdifferent | 1-8 | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Root cause notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Continuous improvementLeanExperiments | Root causeIncidentLeanProblem solving | LeanStartupValidationMVP | Root causeProblem solvingQualityIncident |