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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  Decision Making Pareto Analysis |
|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 30-60 min | 1-3 h | 30-60 min |
Participantsdifferent | 1-5 | 3-10 | 1-6 |
Formatdifferent | Async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | PrioritizationQualityFocusRoot cause |
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