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| Criterion |  Operations ABC Analysis |  Operations Kaizen Event |  Decision Making Pareto Analysis |  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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 0.5-5 Tage | 30-60 min | 15-30 min |
Participantsdifferent | 1-5 | 4-10 | 1-6 | 2-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Pareto Chart, Top Causes, Focus List | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | PrioritizationQualityFocusRoot cause | Root causeIncidentLeanProblem solving |