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| Criterion |  Operations Failure Mode and Effects Analysis |  Operations Getting Things Done |  Operations Pomodoro Technique |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For easily distracted solo work, the method sets clear time boundaries for concentrated work. It protects attention when large tasks would otherwise fall apart into small avoidance moves. | 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 | High | Medium | Low | Low |
Timedifferent | 2-6 h | 1-2 h Setup, laufend | 25 min Zyklen | 30-60 min |
Participantsdifferent | 3-10 | 1 | 1 | 1-6 |
Formatdifferent | Workshop | Async | Async | Workshop + async |
Outputdifferent | FMEA Table, Risk Priority, Mitigation Actions | Action Lists, Project List, Review Routine | Focus Sessions, Task Progress, Interruption Notes | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | RiskQualityOperationsRoot cause | ProductivityPlanningTasksExecution | FocusTime managementProductivityExecution | PrioritizationQualityFocusRoot cause |