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| Criterion |  Operations Scatter Diagram |  Operations Failure Mode and Effects Analysis |  Operations Eat the Frog |  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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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 | 15-90 min daily | 30-60 min |
Participantsdifferent | 1-4 | 3-10 | 1 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | FMEA Table, Risk Priority, Mitigation Actions | Priority Task, Completion Note, Daily Focus | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | RiskQualityOperationsRoot cause | PrioritizationProductivityFocusExecution | PrioritizationQualityFocusRoot cause |