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| Criterion |  Operations DMAIC |  Operations Fishbone Diagram |  Operations Getting Things Done |  Operations Weekly Review |
|---|---|---|---|---|
Purposedifferent | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-12 Wochen | 30-60 min | 1-2 h Setup, laufend | 30-60 min |
Participantsdifferent | 3-10 | 2-8 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Fishbone Diagram, Cause Categories, Investigation Backlog | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | Continuous improvementQualityProcess improvement | Root causeQualityOperations | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning |