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| Criterion |  Operations Bottleneck Analysis |  Decision Making Eisenhower Matrix |  Operations ABC Analysis |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 15-30 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-8 | 1-6 | 1-5 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Eisenhower Matrix, Action List, Delegation Notes | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | FlowMeasurementConstraints | PrioritizationFocusTasks | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause |