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| Criterion |  Operations A3 Problem Solving |  Engineering Hypothesis-Driven Troubleshooting |  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. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | 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 | 30-240 min | Half day | 15-30 min |
Participantsdifferent | 2-5 | 1-6 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Value Chain Map, Lever List | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | TroubleshootingProblem solvingDiagnosis | StrategyBusiness modelDiagnosisAnalysis | Root causeIncidentLeanProblem solving |