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| Criterion |  Operations Visual Management |  Product Discovery Pretotyping |  Operations 5 Whys |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 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 | Low | Medium |
Timedifferent | Ongoing | Stunden bis wenige Tage | 15-30 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-20 | 1-4 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Root cause notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | SignalsOperationsVisual management | ValidationDemandMVP | Root causeIncidentLeanProblem solving | LeanStartupValidationMVP |