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| Criterion |  Decision Making Eisenhower Matrix |  Operations Scatter Diagram |  Operations 5 Whys |  Operations 8D Problem Solving |
|---|---|---|---|---|
Purposedifferent | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | When the question is whether two measures are related, the method makes patterns in the data picture visible. It separates felt correlations from relationships that actually show up in the data. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 15-30 min | 30-90 min | 15-30 min | 1-6 Wochen |
Participantsdifferent | 1-6 | 1-4 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Eisenhower Matrix, Action List, Delegation Notes | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Root cause notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | PrioritizationFocusTasks | Root causeQualityVisualization | Root causeIncidentLeanProblem solving | QualityProblem solvingRoot cause |