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| Criterion |  Operations ABC Analysis |  Operations Fishbone Diagram |  Operations Gemba Walk |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 30-60 min | 30-120 min | 15-30 min |
Participantsdifferent | 1-5 | 2-8 | 2-6 | 2-6 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Fishbone Diagram, Cause Categories, Investigation Backlog | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationOperationsPortfolio | Root causeQualityOperations | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving |