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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  Decision Making Risk Matrix |  Operations Failure Mode and Effects 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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30-60 min | 1-3 h | 30-60 min | 2-6 h |
Participantsdifferent | 1-5 | 3-10 | 3-10 | 3-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Risk Matrix, Top Risk List | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | RiskDecisionPrioritizationAssessment | RiskQualityOperationsRoot cause |