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| Criterion |  Decision Making Risk Matrix |  Operations Standard Work Analysis |  Operations ABC Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 1-3 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-10 | 2-6 | 1-5 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | ABC Classification, Focus Rules, Control List | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | RiskDecisionPrioritizationAssessment | LeanProcessQuality | PrioritizationOperationsPortfolio | LeanProblem solvingCoachingOperations |