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| Criterion |  Business Strategy Value Chain Analysis |  Operations 8D Problem Solving |  Operations Change Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | 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 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | High | High | Medium | Medium |
Timedifferent | Half day | 1-6 Wochen | 45-120 min | 1-4 h |
Participantsdifferent | 3-8 | 4-10 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | QualityProblem solvingRoot cause | ChangeRoot causeTroubleshootingComparison | Root causeProblem solvingQualityIncident |