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| Criterion |  Product Discovery Working Backwards |  Operations Gemba Walk |  Operations Root Cause Analysis |  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. | 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. | 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 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 | Low | Medium | High |
Timedifferent | 4-8 h, mehrere Iterationen | 30-120 min | 1-4 h | 2-6 h |
Participantsdifferent | 2-6 | 2-6 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Observation Notes, Improvement Ideas | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | VisionNarrativeAlignment | LeanObservationProcessOperations | Root causeProblem solvingQualityIncident | RiskQualityOperationsRoot cause |