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| Criterion |  Operations ABC Analysis |  Operations Fishbone Diagram |  Operations Fault Tree Analysis |  Decision Making Pareto 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. | 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. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30-60 min | 30-60 min | 2-6 h | 30-60 min |
Participantsdifferent | 1-5 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Fishbone Diagram, Cause Categories, Investigation Backlog | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | PrioritizationOperationsPortfolio | Root causeQualityOperations | RiskRoot causeSafety | PrioritizationQualityFocusRoot cause |