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| Criterion |  Operations 5 Whys |  Operations Root Cause Tree Analysis |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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 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. | 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 15-30 min | 1-3 h | Half day | 90-180 min |
Participantsdifferent | 2-6 | 2-8 | 3-8 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |