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| Criterion |  Operations 5 Whys |  Operations A3 Problem Solving |  Business Strategy Value Chain Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | 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 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | Low | Medium | High | Medium |
Timedifferent | 15-30 min | 45-90 min | Half day | 1-4 h |
Participantsdifferent | 2-6 | 2-5 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis | Value Chain Map, Lever List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations | StrategyBusiness modelDiagnosisAnalysis | Root causeProblem solvingQualityIncident |