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| Criterion |  Business Strategy GAP Analysis |  Operations Root Cause Analysis |  Business Strategy Value Chain Analysis |  Operations 8D Problem Solving |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h | 1-4 h | Half day | 1-6 Wochen |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Value Chain Map, Lever List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | StrategyAnalysisPlanning | Root causeProblem solvingQualityIncident | StrategyBusiness modelDiagnosisAnalysis | QualityProblem solvingRoot cause |