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| Criterion |  Operations Root Cause Analysis |  Innovation Lean Startup |  Operations A3 Problem Solving |  Operations 8D Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-4 h | Wochen bis Monate je Lernzyklus | 45-90 min | 1-6 Wochen |
Participantsdifferent | 3-8 | 2-8 | 2-5 | 4-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Root causeProblem solvingQualityIncident | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations | QualityProblem solvingRoot cause |