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| Criterion |  Operations Scatter Diagram |  Decision Making Eisenhower Matrix |  Operations Fishbone Diagram |  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. | 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. | 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 | 30-60 min | 30-60 min |
Participantsdifferent | 1-4 | 1-6 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Eisenhower Matrix, Action List, Delegation Notes | Fishbone Diagram, Cause Categories, Investigation Backlog | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | PrioritizationFocusTasks | Root causeQualityOperations | PrioritizationQualityFocusRoot cause |