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| Criterion |  Operations DMAIC |  Business Strategy Value Chain Analysis |  Operations 5 Whys |  Operations Root Cause Tree 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. | 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 a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | 2-12 Wochen | Half day | 15-30 min | 1-3 h |
Participantsdifferent | 3-10 | 3-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Value Chain Map, Lever List | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Continuous improvementQualityProcess improvement | StrategyBusiness modelDiagnosisAnalysis | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality |