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| Criterion |  Operations DMAIC |  Business Strategy Value Chain Analysis |  Operations Root Cause Tree 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. | 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 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. | 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 | Medium | Medium |
Timedifferent | 2-12 Wochen | Half day | 1-3 h | 90-180 min |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Value Chain Map, Lever List | Cause Tree, Evidence Notes, Countermeasures | VRIO Table, Strategic Actions |
Tagsno overlap | Continuous improvementQualityProcess improvement | StrategyBusiness modelDiagnosisAnalysis | Root causeTreeIncidentQuality | StrategyDiagnosisBusiness modelCapability |