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| Criterion |  Operations Fishbone Diagram |  Business Strategy Value Chain Analysis |  Operations Change Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | 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 | Low | High | Medium | Medium |
Timedifferent | 30-60 min | Half day | 45-120 min | 90-180 min |
Participantsdifferent | 2-8 | 3-8 | 2-6 | 3-6 |
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 | VRIO Table, Strategic Actions |
Tagsno overlap | Root causeQualityOperations | StrategyBusiness modelDiagnosisAnalysis | ChangeRoot causeTroubleshootingComparison | StrategyDiagnosisBusiness modelCapability |