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| Criterion |  Operations ABC Analysis |  Operations Kepner-Tregoe |  Operations After-Action Review |  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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | High | Low | Low |
Timedifferent | 30-60 min | 2-8 h | 20-45 min | 15-30 min |
Participantsdifferent | 1-5 | 2-8 | 3-12 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Problem Analysis, Decision Analysis, Risk Plan | Lessons learned, Action items, Event summary | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationOperationsPortfolio | Problem solvingRoot causeDecisionOperations | LearningOperationsImprovement | Root causeIncidentLeanProblem solving |