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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | Medium | Low |
Timedifferent | 30-60 min | 1-3 h | 15-30 min |
Participantsdifferent | 1-5 | 3-10 | 2-6 |
Formatdifferent | Async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | Root causeIncidentLeanProblem solving |
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