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| Criterion |  Operations Standard Work Analysis |  Operations Eat the Frog |  Agile WSJF |  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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 | Low | High | Low |
Timedifferent | 1-3 h | 15-90 min daily | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 1 | 3-10 | 1-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Priority Task, Completion Note, Daily Focus | Ranked Backlog, Cost-of-Delay Assumptions | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | LeanProcessQuality | PrioritizationProductivityFocusExecution | LeanEconomicsSequencePrioritization | PrioritizationQualityFocusRoot cause |