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| Criterion |  Operations Process Mapping |  Product Strategy ICE Scoring |  Operations A3 Problem Solving |  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. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-10 | 2-8 | 2-5 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | ICE Table, Top Idea List | A3 Report, Action Plan, Root Cause Analysis | ABC Classification, Focus Rules, Control List |
Tagsno overlap | ProcessOperationsImprovement | PrioritizationScoringGrowthDecision | LeanProblem solvingCoachingOperations | PrioritizationOperationsPortfolio |