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| Criterion |  Product Strategy KPI Tree |  Operations 8D Problem Solving |  Business Strategy McKinsey 7S |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner 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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 90-180 min initial, dann laufend | 1-6 Wochen | 2-4 h | 15-30 min |
Participantsdifferent | 3-8 | 4-10 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | KPI Tree, Owner List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | 7S Assessment, Alignment Gaps, Change Actions | Root cause notes, Countermeasures |
Tagsno overlap | MetricsStrategyAlignmentMeasurement | QualityProblem solvingRoot cause | OrganizationStrategyAlignmentChange | Root causeIncidentLeanProblem solving |