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| Criterion |  Operations DMAIC |  Operations 8D Problem Solving |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 2-12 Wochen | 1-6 Wochen | 90-180 min | Half day |
Participantsdifferent | 3-10 | 4-10 | 3-6 | 3-8 |
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 | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | Continuous improvementQualityProcess improvement | QualityProblem solvingRoot cause | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |