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| Criterion |  Decision Making Constraint Analysis |  Operations ABC Analysis |  Operations 8D Problem Solving |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | Low | Low | High | Low |
Timedifferent | 30-90 min | 30-60 min | 1-6 Wochen | 30-60 min |
Participantsdifferent | 2-8 | 1-5 | 4-10 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | ABC Classification, Focus Rules, Control List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | PrioritizationOperationsPortfolio | QualityProblem solvingRoot cause | PrioritizationQualityFocusRoot cause |