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| Criterion |  Operations ABC Analysis |  Operations DMAIC |  Operations Gemba Walk |  Operations Standard Work Analysis |
|---|---|---|---|---|
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 process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | 2-12 Wochen | 30-120 min | 1-3 h |
Participantsdifferent | 1-5 | 3-10 | 2-6 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Observation Notes, Improvement Ideas | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | PrioritizationOperationsPortfolio | Continuous improvementQualityProcess improvement | LeanObservationProcessOperations | LeanProcessQuality |