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| Criterion |  Product Discovery Working Backwards |  Operations DMAIC |  Operations Root Cause Tree Analysis |  Operations Root Cause 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 2-12 Wochen | 1-3 h | 1-4 h |
Participantsdifferent | 2-6 | 3-10 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Cause Tree, Evidence Notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | VisionNarrativeAlignment | Continuous improvementQualityProcess improvement | Root causeTreeIncidentQuality | Root causeProblem solvingQualityIncident |