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| Criterion |  Systems Thinking Leverage Points |  Operations Failure Mode and Effects Analysis |  Business Strategy Value Chain Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
Purposedifferent | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | High | High | High | Low |
Timedifferent | Half day | 2-6 h | Half day | 30-60 min |
Participantsdifferent | 3-12 | 3-10 | 3-8 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | FMEA Table, Risk Priority, Mitigation Actions | Value Chain Map, Lever List | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | Systems thinkingChangeStrategy | RiskQualityOperationsRoot cause | StrategyBusiness modelDiagnosisAnalysis | Root causeQualityOperations |