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| Criterion |  Operations PDCA Cycle |  Operations ABC Analysis |  Operations Fishbone Diagram |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 1 h bis mehrere Wochen | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-8 | 1-5 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | ABC Classification, Focus Rules, Control List | Fishbone Diagram, Cause Categories, Investigation Backlog | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Continuous improvementLeanExperiments | PrioritizationOperationsPortfolio | Root causeQualityOperations | PrioritizationQualityFocusRoot cause |