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| Criterion |  Operations Scatter Diagram |  Operations ABC Analysis |  Decision Making Pareto Analysis |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 30-60 min | 30-60 min | 15-90 min daily |
Participantsdifferent | 1-4 | 1-5 | 1-6 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | Root causeQualityVisualization | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause | PrioritizationProductivityFocusExecution |