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| Criterion |  Operations Bottleneck Analysis |  Operations Ivy Lee Method |  Operations Eat the Frog |  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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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 | 5-10 min daily | 15-90 min daily | 30-60 min |
Participantsdifferent | 3-8 | 1 | 1 | 1-6 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Daily Priority List, Completion Notes | Priority Task, Completion Note, Daily Focus | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | FlowMeasurementConstraints | PrioritizationProductivityExecution | PrioritizationProductivityFocusExecution | PrioritizationQualityFocusRoot cause |