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| Criterion |  Operations ABC Analysis |  Decision Making Decision Matrix |  Operations 5 Whys |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 45-90 min | 15-30 min | 30-60 min |
Participantsdifferent | 1-5 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Decision Matrix, Scoring Rationale, Selected Option | Root cause notes, Countermeasures | ICE Table, Top Idea List |
Tagsno overlap | PrioritizationOperationsPortfolio | DecisionCriteriaScoringTradeoffs | Root causeIncidentLeanProblem solving | PrioritizationScoringGrowthDecision |