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| Criterion |  Operations ABC Analysis |  Engineering Kanban |  Operations Weekly Review |  Operations Getting Things Done |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | Ongoing | 30-60 min | 1-2 h Setup, laufend |
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 | Action Lists, Project List, Review Routine |
Tagsno overlap | PrioritizationOperationsPortfolio | FlowVisual managementDelivery | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |