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| Criterion |  Operations Scatter Diagram |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | Medium | Medium | High |
Timedifferent | 30-90 min | 1-2 h | 60-90 min | 1-6 Wochen |
Participantsdifferent | 1-4 | 4-12 | 3-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Root causeQualityVisualization | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance | QualityProblem solvingRoot cause |