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| Criterion |  Decision Making Pareto Analysis |  Systems Thinking Current Reality Tree |  Operations Failure Mode and Effects Analysis |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | Low | High | High | Low |
Timedifferent | 30-60 min | 2-6 h | 2-6 h | 30-60 min |
Participantsdifferent | 1-6 | 3-8 | 3-10 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Current Reality Tree, Core Problems, Intervention Ideas | FMEA Table, Risk Priority, Mitigation Actions | ABC Classification, Focus Rules, Control List |
Tagsno overlap | PrioritizationQualityFocusRoot cause | Systems thinkingRoot causeConstraintsCausality | RiskQualityOperationsRoot cause | PrioritizationOperationsPortfolio |