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| Criterion |  Operations ABC Analysis |  Operations Change Analysis |  Decision Making Pareto Analysis |  Operations Eat the Frog |
|---|---|---|---|---|
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 a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 45-120 min | 30-60 min | 15-90 min daily |
Participantsdifferent | 1-5 | 2-6 | 1-6 | 1 |
Formatdifferent | Async | Workshop + async | Workshop + async | Async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Pareto Chart, Top Causes, Focus List | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | PrioritizationOperationsPortfolio | ChangeRoot causeTroubleshootingComparison | PrioritizationQualityFocusRoot cause | PrioritizationProductivityFocusExecution |