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| Criterion |  Operations 5 Whys |  Business Strategy Value Chain Analysis |  Operations MORT 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. | 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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | 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 | High | Medium |
Timedifferent | 15-30 min | Half day | Mehrere Tage bis Wochen | 1-4 h |
Participantsdifferent | 2-6 | 3-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Value Chain Map, Lever List | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | StrategyBusiness modelDiagnosisAnalysis | Root causeSafetySystemicIncident | Root causeProblem solvingQualityIncident |