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| Criterion |  Business Strategy GAP Analysis |  Decision Making Pareto Analysis |  Operations Barrier Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-60 min | 2-4 h | 1-4 h |
Participantsdifferent | 2-8 | 1-6 | 2-6 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Pareto Chart, Top Causes, Focus List | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | StrategyAnalysisPlanning | PrioritizationQualityFocusRoot cause | Root causeSafetyIncident | Root causeProblem solvingQualityIncident |