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| Criterion |  Operations Process Mapping |  Decision Making Eisenhower Matrix |  Operations Fishbone Diagram |  Operations ABC 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. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | 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. | 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 | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 15-30 min | 30-60 min | 30-60 min |
Participantsdifferent | 3-10 | 1-6 | 2-8 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Eisenhower Matrix, Action List, Delegation Notes | Fishbone Diagram, Cause Categories, Investigation Backlog | ABC Classification, Focus Rules, Control List |
Tagsno overlap | ProcessOperationsImprovement | PrioritizationFocusTasks | Root causeQualityOperations | PrioritizationOperationsPortfolio |