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| Criterion |  Operations Change Analysis |  Business Strategy Value Chain Analysis |  Operations Failure Mode and Effects 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. | 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 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. |
Complexitydifferent | Medium | High | High |
Timedifferent | 45-120 min | Half day | 2-6 h |
Participantsdifferent | 2-6 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Value Chain Map, Lever List | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategyBusiness modelDiagnosisAnalysis | RiskQualityOperationsRoot cause |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
