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| Criterion |  Operations DMAIC |  Business Strategy VRIO Framework |  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. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 2-12 Wochen | 90-180 min | 15-30 min | 1-3 h |
Participantsdifferent | 3-10 | 3-6 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | VRIO Table, Strategic Actions | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | Continuous improvementQualityProcess improvement | StrategyDiagnosisBusiness modelCapability | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality |