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| Criterion |  Decision Making Decision Matrix |  Operations ABC Analysis |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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. | 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 a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 30-60 min | 15-30 min | 45-90 min |
Participantsdifferent | 2-8 | 1-5 | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | ABC Classification, Focus Rules, Control List | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | PrioritizationOperationsPortfolio | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |