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| Criterion |  Operations Visual Management |  Business Strategy Value Chain Analysis |  Operations Root Cause Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | Ongoing | Half day | 1-4 h | 15-30 min |
Participantsdifferent | 1-20 | 3-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Value Chain Map, Lever List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | SignalsOperationsVisual management | StrategyBusiness modelDiagnosisAnalysis | Root causeProblem solvingQualityIncident | Root causeIncidentLeanProblem solving |