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| Criterion |  Product Discovery Problem Interview |  Operations Failure Mode and Effects Analysis |  Operations Gemba Walk |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Medium | High | Low | Low |
Timedifferent | 30-60 min je Interview | 2-6 h | 30-120 min | 15-30 min |
Participantsdifferent | 5-12 Interviews | 3-10 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | FMEA Table, Risk Priority, Mitigation Actions | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures |
Tagsno overlap | DiscoveryInterviewsValidation | RiskQualityOperationsRoot cause | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving |