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| Criterion |  Business Strategy Value Chain Analysis |  Operations Kepner-Tregoe |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | 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. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Half day | 2-8 h | 15-30 min | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |