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| Criterion |  Operations Change Analysis |  Operations Fishbone Diagram |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. |
Complexitydifferent | Medium | Low | High |
Timedifferent | 45-120 min | 30-60 min | Half day |
Participantsdifferent | 2-6 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Fishbone Diagram, Cause Categories, Investigation Backlog | Value Chain Map, Lever List |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Root causeQualityOperations | StrategyBusiness modelDiagnosisAnalysis |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
