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| Criterion |  Operations ABC Analysis |  Operations 8D Problem Solving |  Product Discovery Opportunity Scoring |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-60 min | 1-6 Wochen | 60-120 min | 30-60 min |
Participantsdifferent | 1-5 | 4-10 | 3-6 | 1-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Opportunity Score Table, Top Outcomes | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | PrioritizationOperationsPortfolio | QualityProblem solvingRoot cause | PrioritizationDiscoveryOutcomesNeeds | PrioritizationQualityFocusRoot cause |