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| Criterion |  Operations ABC Analysis |  Operations PDCA Cycle |  Operations Kepner-Tregoe |  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 a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | 2-8 h | 15-30 min |
Participantsdifferent | 1-5 | 1-8 | 2-8 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationOperationsPortfolio | Continuous improvementLeanExperiments | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |