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| Criterion |  Decision Making Risk Matrix |  Operations Gemba Walk |  Decision Making Assumption Surfacing |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 30-120 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-10 | 2-6 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Risk Matrix, Top Risk List | Observation Notes, Improvement Ideas | Assumption List, Critical Assumptions, Learning Plan | ABC Classification, Focus Rules, Control List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | LeanObservationProcessOperations | AssumptionsRiskDecisionDiscovery | PrioritizationOperationsPortfolio |