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| Criterion |  Operations A3 Problem Solving |  Business Strategy GAP Analysis |  Business Strategy Value Chain Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 1-3 h | Half day | 15-30 min |
Participantsdifferent | 2-5 | 2-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Gap Matrix, Action Plan, Risk Notes | Value Chain Map, Lever List | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | StrategyAnalysisPlanning | StrategyBusiness modelDiagnosisAnalysis | Root causeIncidentLeanProblem solving |