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| Criterion |  Business Strategy GAP Analysis |  Decision Making Pareto Analysis |  Operations Failure Mode and Effects Analysis |  Operations ABC 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 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. | 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 | Medium | Low | High | Low |
Timedifferent | 1-3 h | 30-60 min | 2-6 h | 30-60 min |
Participantsdifferent | 2-8 | 1-6 | 3-10 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions | ABC Classification, Focus Rules, Control List |
Tagsno overlap | StrategyAnalysisPlanning | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause | PrioritizationOperationsPortfolio |