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| Criterion |  Product Discovery Working Backwards |  Operations DMAIC |  Operations Gemba Walk |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 4-8 h, mehrere Iterationen | 2-12 Wochen | 30-120 min | 2-6 h |
Participantsdifferent | 2-6 | 3-10 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Observation Notes, Improvement Ideas | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | VisionNarrativeAlignment | Continuous improvementQualityProcess improvement | LeanObservationProcessOperations | RiskQualityOperationsRoot cause |