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| Criterion |  Business Strategy Value Chain Analysis |  Operations A3 Problem Solving |  Operations Root Cause Analysis |  Operations Failure Mode and Effects 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 a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | Half day | 45-90 min | 1-4 h | 2-6 h |
Participantsdifferent | 3-8 | 2-5 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Value Chain Map, Lever List | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | LeanProblem solvingCoachingOperations | Root causeProblem solvingQualityIncident | RiskQualityOperationsRoot cause |