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| Criterion |  Operations Standard Work Analysis |  Delivery Cost of Delay |  Operations 5 Whys |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-3 h | 90-180 min | 15-30 min | 30-60 min |
Participantsdifferent | 2-6 | 3-8 | 2-6 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | CoD Table, Prioritization Sequence | Root cause notes, Countermeasures | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | LeanProcessQuality | PrioritizationDeliveryEconomicsDecision | Root causeIncidentLeanProblem solving | PrioritizationQualityFocusRoot cause |