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| Criterion |  Operations Fishbone Diagram |  Operations Change Analysis |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | Low | Medium | Medium | High |
Timedifferent | 30-60 min | 45-120 min | 90-180 min | Half day |
Participantsdifferent | 2-8 | 2-6 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Fishbone Diagram, Cause Categories, Investigation Backlog | Change Matrix, Cause Hypotheses, Validation Questions, Action List | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | Root causeQualityOperations | ChangeRoot causeTroubleshootingComparison | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |