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| Criterion |  Operations Process Mapping |  Decision Making Decision Matrix |  Operations Root Cause Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 45-90 min | 1-4 h | 2-8 h |
Participantsdifferent | 3-10 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Decision Matrix, Scoring Rationale, Selected Option | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ProcessOperationsImprovement | DecisionCriteriaScoringTradeoffs | Root causeProblem solvingQualityIncident | Problem solvingRoot causeDecisionOperations |