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| Criterion |  Operations ABC Analysis |  Decision Making Risk Matrix |  Operations Root Cause Analysis |  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. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Low | Medium | Low |
Timedifferent | 30-60 min | 30-60 min | 1-4 h | 15-30 min |
Participantsdifferent | 1-5 | 3-10 | 3-8 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Risk Matrix, Top Risk List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationOperationsPortfolio | RiskDecisionPrioritizationAssessment | Root causeProblem solvingQualityIncident | Root causeIncidentLeanProblem solving |