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| Criterion |  Operations ABC Analysis |  Decision Making Assumption Surfacing |  Operations 8D Problem Solving |  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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | 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 | Low | High | Low |
Timedifferent | 30-60 min | 45-90 min | 1-6 Wochen | 30-60 min |
Participantsdifferent | 1-5 | 2-8 | 4-10 | 1-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Assumption List, Critical Assumptions, Learning Plan | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | PrioritizationOperationsPortfolio | AssumptionsRiskDecisionDiscovery | QualityProblem solvingRoot cause | PrioritizationQualityFocusRoot cause |