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| Criterion |  Operations Change Analysis |  Operations ABC Analysis |  Decision Making Decision Matrix |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-120 min | 30-60 min | 45-90 min | 2-8 h |
Participantsdifferent | 2-6 | 1-5 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | ABC Classification, Focus Rules, Control List | Decision Matrix, Scoring Rationale, Selected Option | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | PrioritizationOperationsPortfolio | DecisionCriteriaScoringTradeoffs | Problem solvingRoot causeDecisionOperations |