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| Criterion |  Operations PDCA Cycle |  Innovation Lean Startup |  Operations Root Cause Tree 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 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. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | Wochen bis Monate je Lernzyklus | 1-3 h |
Participantsdifferent | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Continuous improvementLeanExperiments | LeanStartupValidationMVP | Root causeTreeIncidentQuality |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
