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| Criterion |  Operations DMAIC |  Business Strategy Value Chain Analysis |  Operations 5 Whys |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | High | High | Low | High |
Timedifferent | 2-12 Wochen | Half day | 15-30 min | 1-6 Wochen |
Participantsdifferent | 3-10 | 3-8 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Value Chain Map, Lever List | Root cause notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Continuous improvementQualityProcess improvement | StrategyBusiness modelDiagnosisAnalysis | Root causeIncidentLeanProblem solving | QualityProblem solvingRoot cause |