View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations 5 Whys |  Business Strategy Value Chain Analysis |  Operations Change 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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Low | High | Medium |
Timedifferent | 15-30 min | Half day | 45-120 min |
Participantsdifferent | 2-6 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Value Chain Map, Lever List | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | Root causeIncidentLeanProblem solving | StrategyBusiness modelDiagnosisAnalysis | ChangeRoot causeTroubleshootingComparison |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
