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| Criterion |  Operations Change Analysis |  Operations Failure Mode and Effects Analysis |  Business Strategy VRIO Framework |  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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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 | Medium | Low |
Timedifferent | 45-120 min | 2-6 h | 90-180 min | 30-60 min |
Participantsdifferent | 2-6 | 3-10 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | FMEA Table, Risk Priority, Mitigation Actions | VRIO Table, Strategic Actions | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskQualityOperationsRoot cause | StrategyDiagnosisBusiness modelCapability | Root causeQualityOperations |