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| Criterion |  Business Strategy Value Chain Analysis |  Operations 8D Problem Solving |  Engineering Hypothesis-Driven Troubleshooting |  Operations 5 Whys |
|---|---|---|---|---|
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. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | 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. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | Half day | 1-6 Wochen | 30-240 min | 15-30 min |
Participantsdifferent | 3-8 | 4-10 | 1-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | Root cause notes, Countermeasures |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | QualityProblem solvingRoot cause | TroubleshootingProblem solvingDiagnosis | Root causeIncidentLeanProblem solving |