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| Criterion |  Business Strategy Value Chain Analysis |  Operations Failure Mode and Effects Analysis |  Operations 5 Whys |  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 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. | 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. | 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 | Low | Medium |
Timedifferent | Half day | 2-6 h | 15-30 min | 1-4 h |
Participantsdifferent | 3-8 | 3-10 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident |