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| Criterion |  Operations ABC Analysis |  Systems Thinking Systems Mapping |  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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 | Medium | Low |
Timedifferent | 30-60 min | 1-3 h | 15-30 min |
Participantsdifferent | 1-5 | 3-12 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | System Map, Dependencies, Leverage Points | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationOperationsPortfolio | Systems thinkingMappingBoundariesChange | Root causeIncidentLeanProblem solving |
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