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