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| Criterion |  Operations ABC Analysis |  Decision Making Decision Rights Mapping |  Operations 5 Whys |  Decision Making DACI |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 90-180 min | 15-30 min | 30-60 min |
Participantsdifferent | 1-5 | 4-12 | 2-6 | 2-10 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | PrioritizationOperationsPortfolio | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving | DecisionRolesGovernanceAlignment |