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| Criterion |  Engineering Fault Isolation |  Operations ABC Analysis |  Operations Process Mapping |  Team Design Team Cognitive Load Assessment |
|---|---|---|---|---|
Purposedifferent | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 30-180 min | 30-60 min | 1-3 h | 60-90 min |
Participantsdifferent | 1-6 | 1-5 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Cognitive Load Profile, Action List |
Tagsno overlap | TroubleshootingDiagnosisEngineering | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | TeamComplexityImprovementDiagnosis |