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| Criterion |  Operations ABC Analysis |  Business Strategy Value Chain Analysis |  Decision Making Pareto Analysis |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. | 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 | High | Low | High |
Timedifferent | 30-60 min | Half day | 30-60 min | 2-6 h |
Participantsdifferent | 1-5 | 3-8 | 1-6 | 3-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Value Chain Map, Lever List | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | PrioritizationOperationsPortfolio | StrategyBusiness modelDiagnosisAnalysis | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause |