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| Criterion |  Operations Scatter Diagram |  Operations Fishbone Diagram |  Operations ABC Analysis |  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. | 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. | 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 | 30-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-4 | 2-8 | 1-5 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Fishbone Diagram, Cause Categories, Investigation Backlog | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | Root causeQualityOperations | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause |