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| Criterion |  Innovation How Might We |  Operations Scatter Diagram |  Decision Making Pareto Analysis |  Operations 8D Problem Solving |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | 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. | 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. | 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 | 30–45 min | 30-90 min | 30-60 min | 1-6 Wochen |
Participantsdifferent | 1-10 | 1-4 | 1-6 | 4-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Pareto Chart, Top Causes, Focus List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | FramingOpportunityIdeationQuestions | Root causeQualityVisualization | PrioritizationQualityFocusRoot cause | QualityProblem solvingRoot cause |