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| Criterion |  Operations ABC Analysis |  Innovation Lean Startup |  Operations Eat the Frog |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | Wochen bis Monate je Lernzyklus | 15-90 min daily | 45-90 min |
Participantsdifferent | 1-5 | 2-8 | 1 | 2-5 |
Formatdifferent | Async | Workshop + async | Async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Priority Task, Completion Note, Daily Focus | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanStartupValidationMVP | PrioritizationProductivityFocusExecution | LeanProblem solvingCoachingOperations |