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| Criterion |  Operations Change Analysis |  Operations DMAIC |  Decision Making Pareto Analysis |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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 | Medium | High | Low | High |
Timedifferent | 45-120 min | 2-12 Wochen | 30-60 min | 2-6 h |
Participantsdifferent | 2-6 | 3-10 | 1-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Continuous improvementQualityProcess improvement | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause |