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| Criterion |  Operations Visual Management |  Business Strategy VRIO Framework |  Operations A3 Problem Solving |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | Ongoing | 90-180 min | 45-90 min | Half day |
Participantsdifferent | 1-20 | 3-6 | 2-5 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | VRIO Table, Strategic Actions | A3 Report, Action Plan, Root Cause Analysis | Value Chain Map, Lever List |
Tagsno overlap | SignalsOperationsVisual management | StrategyDiagnosisBusiness modelCapability | LeanProblem solvingCoachingOperations | StrategyBusiness modelDiagnosisAnalysis |