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| Criterion |  Operations Visual Management |  Business Strategy Value Chain Analysis |  Operations 5 Whys |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | 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 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | Ongoing | Half day | 15-30 min | 2-8 h |
Participantsdifferent | 1-20 | 3-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Value Chain Map, Lever List | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | SignalsOperationsVisual management | StrategyBusiness modelDiagnosisAnalysis | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations |