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| Criterion |  Operations ABC Analysis |  Engineering Kanban |  Operations Weekly Review |  Operations Eat the Frog |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | Ongoing | 30-60 min | 15-90 min daily |
Participantsdifferent | 1-5 | 2-12 | 1 | 1 |
Formatdifferent | Async | Workshop + async | Async | Async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Kanban board, WIP policies, Flow metrics | Updated Task System, Weekly Focus, Next Actions | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | PrioritizationOperationsPortfolio | FlowVisual managementDelivery | ProductivityExecutionPlanning | PrioritizationProductivityFocusExecution |