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| Criterion |  Operations ABC Analysis |  Engineering Kanban |  Decision Making PERT Estimation |  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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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 | Medium | Medium | High |
Timedifferent | 30-60 min | Ongoing | 15-45 min | 2-6 h |
Participantsdifferent | 1-5 | 2-12 | 1-8 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kanban board, WIP policies, Flow metrics | PERT Estimate, Expected Value, Risk Notes | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | PrioritizationOperationsPortfolio | FlowVisual managementDelivery | EstimationUncertaintyRisk | RiskQualityOperationsRoot cause |