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| Criterion |  Operations Failure Mode and Effects Analysis |  Business Strategy Value Chain Analysis |  Operations Kepner-Tregoe |  Operations Root Cause Analysis |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | 2-6 h | Half day | 2-8 h | 1-4 h |
Participantsdifferent | 3-10 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | Value Chain Map, Lever List | Problem Analysis, Decision Analysis, Risk Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | RiskQualityOperationsRoot cause | StrategyBusiness modelDiagnosisAnalysis | Problem solvingRoot causeDecisionOperations | Root causeProblem solvingQualityIncident |