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| Criterion |  Decision Making Radar |  Operations 5 Whys |  Decision Making Decision Rights Mapping |  Operations 8D Problem Solving |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Low | Medium | High |
Timedifferent | 1-2 h | 15-30 min | 90-180 min | 1-6 Wochen |
Participantsdifferent | 2-10 | 2-6 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Root cause notes, Countermeasures | Decision Rights Matrix, Agreement | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | AssessmentPortfolioCapability | Root causeIncidentLeanProblem solving | DecisionGovernanceAlignmentResponsibility | QualityProblem solvingRoot cause |