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| Criterion |  Operations ABC Analysis |  Facilitation Expectation Mapping |  Operations Root Cause Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | 1-4 h | 30-60 min |
Participantsdifferent | 1-5 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Expectation Map, Alignment Notes, Agreements | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | PrioritizationOperationsPortfolio | AlignmentStakeholdersTeam | Root causeProblem solvingQualityIncident | Root causeQualityOperations |