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| Criterion |  Operations ABC Analysis |  Decision Making Decision Rights Mapping |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-60 min | 90-180 min | 45-90 min | 2-8 h |
Participantsdifferent | 1-5 | 4-12 | 2-5 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Decision Rights Matrix, Agreement | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | PrioritizationOperationsPortfolio | DecisionGovernanceAlignmentResponsibility | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations |