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| Criterion |  Operations ABC Analysis |  Systems Thinking Future Reality Tree |  Operations Kepner-Tregoe |  Operations Change 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 30-60 min | 2-4 h | 2-8 h | 45-120 min |
Participantsdifferent | 1-5 | 3-8 | 2-8 | 2-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Problem Analysis, Decision Analysis, Risk Plan | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | PrioritizationOperationsPortfolio | Theory of ConstraintsSystems thinkingChange | Problem solvingRoot causeDecisionOperations | ChangeRoot causeTroubleshootingComparison |