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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  Engineering Hypothesis-Driven Troubleshooting |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | When systems fail unexpectedly, spontaneous attempts often produce more noise than insight. Hypothesis-driven Troubleshooting translates symptoms into testable assumptions and makes troubleshooting learnable. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 1-3 h | 30-240 min | 45-90 min |
Participantsdifferent | 1-5 | 3-10 | 1-6 | 2-5 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Hypothesis Log, Test Plan, Evidence Notes, Diagnosis Summary | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | TroubleshootingProblem solvingDiagnosis | LeanProblem solvingCoachingOperations |