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| Criterion |  Product Discovery Pretotyping |  Operations 5 Whys |  Operations MORT Analysis |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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 a safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | Stunden bis wenige Tage | 15-30 min | Mehrere Tage bis Wochen | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-4 | 2-6 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Root cause notes, Countermeasures | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ValidationDemandMVP | Root causeIncidentLeanProblem solving | Root causeSafetySystemicIncident | LeanStartupValidationMVP |