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| Criterion |  Operations ABC Analysis |  Decision Making Pareto Analysis |  Operations Kepner-Tregoe |  Operations Root Cause Analysis |
|---|---|---|---|---|
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 many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-60 min | 30-60 min | 2-8 h | 1-4 h |
Participantsdifferent | 1-5 | 1-6 | 2-8 | 3-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List | Problem Analysis, Decision Analysis, Risk Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause | Problem solvingRoot causeDecisionOperations | Root causeProblem solvingQualityIncident |