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| Criterion |  Operations ABC Analysis |  Operations PDCA Cycle |  Operations 8D Problem Solving |  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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | Low | High | Low |
Timedifferent | 30-60 min | 1 h bis mehrere Wochen | 1-6 Wochen | 15-30 min |
Participantsdifferent | 1-5 | 1-8 | 4-10 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationOperationsPortfolio | Continuous improvementLeanExperiments | QualityProblem solvingRoot cause | Root causeIncidentLeanProblem solving |