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| Criterion |  Operations A3 Problem Solving |  Business Strategy Value Chain Analysis |  Operations ALPEN Method |  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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | High | Low | Low |
Timedifferent | 45-90 min | Half day | 10-20 min daily | 15-30 min |
Participantsdifferent | 2-5 | 3-8 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Value Chain Map, Lever List | Daily Plan, Time Estimates, Review Notes | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | StrategyBusiness modelDiagnosisAnalysis | PlanningTime managementProductivityOperations | Root causeIncidentLeanProblem solving |