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| Criterion |  Operations Change Analysis |  Business Strategy Value Chain Analysis |  Operations 5 Whys |  Engineering Hypothesis-Driven Troubleshooting |
|---|---|---|---|---|
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. | 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. | 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. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 45-120 min | Half day | 15-30 min | 30-240 min |
Participantsdifferent | 2-6 | 3-8 | 2-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Value Chain Map, Lever List | Root cause notes, Countermeasures | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategyBusiness modelDiagnosisAnalysis | Root causeIncidentLeanProblem solving | TroubleshootingProblem solvingDiagnosis |