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| Criterion |  Business Strategy VRIO Framework |  Operations Failure Mode and Effects Analysis |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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 | Medium | High | Low | Medium |
Timedifferent | 90-180 min | 2-6 h | 15-30 min | 45-90 min |
Participantsdifferent | 3-6 | 3-10 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |