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| Criterion |  Decision Making Pareto Analysis |  Operations DMAIC |  Operations Root Cause Tree Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-60 min | 2-12 Wochen | 1-3 h | 15-30 min |
Participantsdifferent | 1-6 | 3-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Cause Tree, Evidence Notes, Countermeasures | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationQualityFocusRoot cause | Continuous improvementQualityProcess improvement | Root causeTreeIncidentQuality | Root causeIncidentLeanProblem solving |