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| Criterion |  Operations DMAIC |  Operations 8D Problem Solving |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. | 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. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | 2-12 Wochen | 1-6 Wochen | Half day | 90-180 min |
Participantsdifferent | 3-10 | 4-10 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | Continuous improvementQualityProcess improvement | QualityProblem solvingRoot cause | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |