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| Criterion |  Operations ABC Analysis |  Decision Making Assumption Surfacing |  Decision Making Pareto Analysis |  Operations Failure Mode and Effects 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. | 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. | 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. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 30-60 min | 45-90 min | 30-60 min | 2-6 h |
Participantsdifferent | 1-5 | 2-8 | 1-6 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Assumption List, Critical Assumptions, Learning Plan | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | PrioritizationOperationsPortfolio | AssumptionsRiskDecisionDiscovery | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause |