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| Criterion |  Operations Change Analysis |  Decision Making Pareto Analysis |  Delivery Cost of Delay |  Operations Eat the Frog |
|---|---|---|---|---|
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. | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 45-120 min | 30-60 min | 90-180 min | 15-90 min daily |
Participantsdifferent | 2-6 | 1-6 | 3-8 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Pareto Chart, Top Causes, Focus List | CoD Table, Prioritization Sequence | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | PrioritizationQualityFocusRoot cause | PrioritizationDeliveryEconomicsDecision | PrioritizationProductivityFocusExecution |