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| Criterion |  Operations Scatter Diagram |  Operations ALPEN Method |  Decision Making Pareto Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 10-20 min daily | 30-60 min | 30-60 min |
Participantsdifferent | 1-4 | 1 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Daily Plan, Time Estimates, Review Notes | Pareto Chart, Top Causes, Focus List | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | Root causeQualityVisualization | PlanningTime managementProductivityOperations | PrioritizationQualityFocusRoot cause | Root causeQualityOperations |