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| Criterion |  Operations PDCA Cycle |  Agile WSJF |  Decision Making Pareto Analysis |  Operations DMAIC |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 1 h bis mehrere Wochen | 45-90 min | 30-60 min | 2-12 Wochen |
Participantsdifferent | 1-8 | 3-10 | 1-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Ranked Backlog, Cost-of-Delay Assumptions | Pareto Chart, Top Causes, Focus List | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | Continuous improvementLeanExperiments | LeanEconomicsSequencePrioritization | PrioritizationQualityFocusRoot cause | Continuous improvementQualityProcess improvement |