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| Criterion |  Systems Thinking Leverage Points |  Operations ABC Analysis |  Operations Root Cause Analysis |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | 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. | 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. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | Half day | 30-60 min | 1-4 h | 2-6 h |
Participantsdifferent | 3-12 | 1-5 | 3-8 | 3-10 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | ABC Classification, Focus Rules, Control List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Systems thinkingChangeStrategy | PrioritizationOperationsPortfolio | Root causeProblem solvingQualityIncident | RiskQualityOperationsRoot cause |