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| Criterion |  Operations 5 Whys |  Business Strategy Value Chain 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. | 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. |
Complexitydifferent | Low | High |
Timedifferent | 15-30 min | Half day |
Participantsdifferent | 2-6 | 3-8 |
Formatsame | Workshop | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Value Chain Map, Lever List |
Tagsno overlap | Root causeIncidentLeanProblem solving | StrategyBusiness modelDiagnosisAnalysis |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
