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| Criterion |  Operations Change Analysis |  Operations Failure Mode and Effects Analysis |  Business Strategy Value Chain Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 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. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 45-120 min | 2-6 h | Half day | 30-60 min |
Participantsdifferent | 2-6 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | FMEA Table, Risk Priority, Mitigation Actions | Value Chain Map, Lever List | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskQualityOperationsRoot cause | StrategyBusiness modelDiagnosisAnalysis | Root causeQualityOperations |