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| Criterion |  Operations Failure Mode and Effects Analysis |  Business Strategy SWOT Analysis |  Operations ABC Analysis |  Decision Making Pareto 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | 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 | High | Low | Low | Low |
Timedifferent | 2-6 h | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 1-5 | 1-6 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | SWOT matrix, Strategic options, Action list | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | RiskQualityOperationsRoot cause | StrategyAnalysisMarketPositioning | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause |