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| Criterion |  Decision Making Radar |  Operations ABC Analysis |  Decision Making Pareto Analysis |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 1-2 h | 30-60 min | 30-60 min | 2-6 h |
Participantsdifferent | 2-10 | 1-5 | 1-6 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause |