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| Criterion |  Decision Making Pareto Analysis |  Business Strategy Value Chain Analysis |  Operations Failure Mode and Effects Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | 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 | Low | High | High | Low |
Timedifferent | 30-60 min | Half day | 2-6 h | 30-60 min |
Participantsdifferent | 1-6 | 3-8 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Value Chain Map, Lever List | FMEA Table, Risk Priority, Mitigation Actions | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | PrioritizationQualityFocusRoot cause | StrategyBusiness modelDiagnosisAnalysis | RiskQualityOperationsRoot cause | Root causeQualityOperations |