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| Criterion |  Operations Fishbone Diagram |  Business Strategy Value Chain Analysis |  Operations Change Analysis |  Operations Failure Mode and Effects 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. | 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 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30-60 min | Half day | 45-120 min | 2-6 h |
Participantsdifferent | 2-8 | 3-8 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Fishbone Diagram, Cause Categories, Investigation Backlog | Value Chain Map, Lever List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeQualityOperations | StrategyBusiness modelDiagnosisAnalysis | ChangeRoot causeTroubleshootingComparison | RiskQualityOperationsRoot cause |