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| Criterion |  Operations Visual Management |  Operations Failure Mode and Effects Analysis |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | Ongoing | 2-6 h | Half day | 90-180 min |
Participantsdifferent | 1-20 | 3-10 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | FMEA Table, Risk Priority, Mitigation Actions | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | SignalsOperationsVisual management | RiskQualityOperationsRoot cause | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |