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| Criterion |  Operations Scatter Diagram |  Operations Failure Mode and Effects Analysis |  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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-90 min | 2-6 h | 30-60 min | 30-60 min |
Participantsdifferent | 1-4 | 3-10 | 1-5 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | FMEA Table, Risk Priority, Mitigation Actions | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | RiskQualityOperationsRoot cause | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause |