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| Criterion |  Operations Scatter Diagram |  Decision Making Eisenhower Matrix |  Operations 5 Whys |  Decision Making Pareto Analysis |
|---|---|---|---|---|
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. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 15-30 min | 15-30 min | 30-60 min |
Participantsdifferent | 1-4 | 1-6 | 2-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Eisenhower Matrix, Action List, Delegation Notes | Root cause notes, Countermeasures | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | PrioritizationFocusTasks | Root causeIncidentLeanProblem solving | PrioritizationQualityFocusRoot cause |