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| Criterion |  Operations ABC Analysis |  Decision Making OODA Loop |  Operations 5 Whys |  Operations Learning Review |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 15-30 min | 1-3 h |
Participantsdifferent | 1-5 | 1-8 | 2-6 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Situation Assessment, Decision Loop, Action Updates | Root cause notes, Countermeasures | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | PrioritizationOperationsPortfolio | DecisionChangeLearningStrategy | Root causeIncidentLeanProblem solving | LearningRetrospectiveIncidentOperations |