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| Criterion |  Operations Failure Mode and Effects Analysis |  Decision Making PERT Estimation |  Decision Making Pareto Analysis |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-6 h | 15-45 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-10 | 1-8 | 1-6 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | PERT Estimate, Expected Value, Risk Notes | Pareto Chart, Top Causes, Focus List | ABC Classification, Focus Rules, Control List |
Tagsno overlap | RiskQualityOperationsRoot cause | EstimationUncertaintyRisk | PrioritizationQualityFocusRoot cause | PrioritizationOperationsPortfolio |