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| Criterion |  Decision Making Eisenhower Matrix |  Operations Scatter Diagram |  Operations Failure Mode and Effects Analysis |  Decision Making Pareto Analysis |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 15-30 min | 30-90 min | 2-6 h | 30-60 min |
Participantsdifferent | 1-6 | 1-4 | 3-10 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Eisenhower Matrix, Action List, Delegation Notes | Scatter Plot, Korrelationsnotiz, Hypothesenliste | FMEA Table, Risk Priority, Mitigation Actions | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | PrioritizationFocusTasks | Root causeQualityVisualization | RiskQualityOperationsRoot cause | PrioritizationQualityFocusRoot cause |