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| Criterion |  Operations Root Cause Tree Analysis |  Business Strategy Value Chain Analysis |  Operations Root Cause 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. | 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 keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 1-3 h | Half day | 1-4 h |
Participantsdifferent | 2-8 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Value Chain Map, Lever List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeTreeIncidentQuality | StrategyBusiness modelDiagnosisAnalysis | Root causeProblem solvingQualityIncident |
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