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| Criterion |  Operations ABC Analysis |  Systems Thinking Intervention Mapping |  Operations Root Cause Analysis |  Operations Failure Mode and Effects 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30-60 min | 1-5 Tage | 1-4 h | 2-6 h |
Participantsdifferent | 1-5 | 4-12 | 3-8 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | PrioritizationOperationsPortfolio | ChangeSystems thinkingCapability | Root causeProblem solvingQualityIncident | RiskQualityOperationsRoot cause |