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| Criterion |  Operations Waste Analysis |  Agile WSJF |  Decision Making Pareto Analysis |  Operations DMAIC |
|---|---|---|---|---|
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. | 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. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 45-120 min | 45-90 min | 30-60 min | 2-12 Wochen |
Participantsdifferent | 2-8 | 3-10 | 1-6 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Ranked Backlog, Cost-of-Delay Assumptions | Pareto Chart, Top Causes, Focus List | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | WasteLeanProcess improvement | LeanEconomicsSequencePrioritization | PrioritizationQualityFocusRoot cause | Continuous improvementQualityProcess improvement |