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| Criterion |  Decision Making Risk Matrix |  Operations Standard Work Analysis |  Operations ABC Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 1-3 h | 30-60 min | 30-120 min |
Participantsdifferent | 3-10 | 2-6 | 1-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas |
Tagsno overlap | RiskDecisionPrioritizationAssessment | LeanProcessQuality | PrioritizationOperationsPortfolio | LeanObservationProcessOperations |