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| Criterion |  Operations ABC Analysis |  Decision Making Decision Tree |  Operations Gemba Walk |  Delivery Cost of Delay |
|---|---|---|---|---|
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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-60 min | 30-90 min | 30-120 min | 90-180 min |
Participantsdifferent | 1-5 | 1-6 | 2-6 | 3-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Decision Tree, Option Map, Assumption List | Observation Notes, Improvement Ideas | CoD Table, Prioritization Sequence |
Tagsno overlap | PrioritizationOperationsPortfolio | DecisionTreeOptions | LeanObservationProcessOperations | PrioritizationDeliveryEconomicsDecision |