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| Criterion |  Operations Weekly Review |  Operations Failure Mode and Effects Analysis |  Operations Eat the Frog |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | 2-6 h | 15-90 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 3-10 | 1 | 1 |
Formatdifferent | Async | Workshop | Async | Async |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | FMEA Table, Risk Priority, Mitigation Actions | Priority Task, Completion Note, Daily Focus | Action Lists, Project List, Review Routine |
Tagsno overlap | ProductivityExecutionPlanning | RiskQualityOperationsRoot cause | PrioritizationProductivityFocusExecution | ProductivityPlanningTasksExecution |