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| Criterion |  Operations PDCA Cycle |  Operations Root Cause Analysis |  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. | 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. | 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 | Medium |
Timedifferent | 1 h bis mehrere Wochen | 1-4 h | Wochen bis Monate je Lernzyklus | 1-3 h |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Continuous improvementLeanExperiments | Root causeProblem solvingQualityIncident | LeanStartupValidationMVP | Root causeTreeIncidentQuality |