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| Criterion |  Operations 5 Whys |  Business Strategy Value Chain Analysis |  Operations A3 Problem Solving |  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. | 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. | 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. | 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 | High | Medium | Medium |
Timedifferent | 15-30 min | Half day | 45-90 min | 1-4 h |
Participantsdifferent | 2-6 | 3-8 | 2-5 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Value Chain Map, Lever List | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | StrategyBusiness modelDiagnosisAnalysis | LeanProblem solvingCoachingOperations | Root causeProblem solvingQualityIncident |