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| Criterion |  Operations Root Cause Tree Analysis |  Operations 5 Whys |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 15-30 min | 90-180 min | Half day |
Participantsdifferent | 2-8 | 2-6 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Root cause notes, Countermeasures | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | Root causeTreeIncidentQuality | Root causeIncidentLeanProblem solving | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |