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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  Operations RACI Matrix |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 1-3 h | 45-90 min | 90-180 min |
Participantsdifferent | 1-5 | 3-10 | 2-8 | 4-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | RACI Matrix, Responsibility Map, Decision Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | RolesResponsibilityGovernanceOperations | DecisionGovernanceAlignmentResponsibility |