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| Criterion |  Operations Change Analysis |  Operations Fishbone Diagram |  Operations ABC Analysis |  Decision Making Pareto 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | 45-120 min | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-6 | 2-8 | 1-5 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Fishbone Diagram, Cause Categories, Investigation Backlog | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Root causeQualityOperations | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause |