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| Criterion |  Operations Failure Mode and Effects Analysis |  Business Strategy Value Chain Analysis |  Decision Making Pareto 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | High | High | Low |
Timedifferent | 2-6 h | Half day | 30-60 min |
Participantsdifferent | 3-10 | 3-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | Value Chain Map, Lever List | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | RiskQualityOperationsRoot cause | StrategyBusiness modelDiagnosisAnalysis | PrioritizationQualityFocusRoot cause |
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