View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Failure Mode and Effects Analysis |  Business Strategy Value Chain Analysis |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | 2-6 h | Half day | 15-30 min | 45-90 min |
Participantsdifferent | 3-10 | 3-8 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | Value Chain Map, Lever List | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | RiskQualityOperationsRoot cause | StrategyBusiness modelDiagnosisAnalysis | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |