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| Criterion |  Operations Process Mapping |  Operations ABC Analysis |  Operations Failure Mode and Effects Analysis |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 30-60 min | 2-6 h | 30-60 min |
Participantsdifferent | 3-10 | 1-5 | 3-10 | 1-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | ABC Classification, Focus Rules, Control List | FMEA Table, Risk Priority, Mitigation Actions | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | ProcessOperationsImprovement | PrioritizationOperationsPortfolio | RiskQualityOperationsRoot cause | PrioritizationQualityFocusRoot cause |