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| Criterion |  Operations ABC Analysis |  Product Discovery Pretotyping |  Decision Making Pareto Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
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. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | Stunden bis wenige Tage | 30-60 min | 30-60 min |
Participantsdifferent | 1-5 | 1-4 | 1-6 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Pareto Chart, Top Causes, Focus List | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | PrioritizationOperationsPortfolio | ValidationDemandMVP | PrioritizationQualityFocusRoot cause | Root causeQualityOperations |