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| Criterion |  Operations ABC Analysis |  Operations Kepner-Tregoe |  Product Strategy ICE Scoring |  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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | 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 | 30-60 min | 15-30 min |
Participantsdifferent | 1-5 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Problem Analysis, Decision Analysis, Risk Plan | ICE Table, Top Idea List | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationOperationsPortfolio | Problem solvingRoot causeDecisionOperations | PrioritizationScoringGrowthDecision | Root causeIncidentLeanProblem solving |