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| Criterion |  Operations A3 Problem Solving |  Business Strategy Value Chain Analysis |  Product Strategy Lean Canvas |  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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | Medium | Low |
Timedifferent | 45-90 min | Half day | 45-90 min | 15-30 min |
Participantsdifferent | 2-5 | 3-8 | 1-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Value Chain Map, Lever List | Lean Canvas, Core Assumptions, Experiment Backlog | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | StrategyBusiness modelDiagnosisAnalysis | StartupLeanAssumptionsBusiness model | Root causeIncidentLeanProblem solving |