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| Criterion |  Operations Waste Analysis |  Decision Making Trade-off Analysis |  Decision Making Constraint Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-120 min | 45-120 min | 30-90 min | 20–45 min |
Participantsdifferent | 2-8 | 2-8 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | WasteLeanProcess improvement | TradeoffsDecisionCriteriaOptions | ConstraintsDecisionPlanningOptions | RiskDecisionFailurePlanning |