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| Criterion |  Operations Scatter Diagram |  Systems Thinking Current Reality Tree |  Systems Thinking Causal Loop Diagram |  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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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 | High | Medium | High |
Timedifferent | 30-90 min | 2-6 h | 1-3 h | 1-6 Wochen |
Participantsdifferent | 1-4 | 3-8 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Current Reality Tree, Core Problems, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | Root causeQualityVisualization | Systems thinkingRoot causeConstraintsCausality | FeedbackSystems thinkingCausalityDynamics | QualityProblem solvingRoot cause |