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| Criterion |  Operations Scatter Diagram |  Decision Making Eisenhower Matrix |  Operations Fishbone Diagram |  Operations ABC 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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 15-30 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-4 | 1-6 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Eisenhower Matrix, Action List, Delegation Notes | Fishbone Diagram, Cause Categories, Investigation Backlog | ABC Classification, Focus Rules, Control List |
Tagsno overlap | Root causeQualityVisualization | PrioritizationFocusTasks | Root causeQualityOperations | PrioritizationOperationsPortfolio |