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| Criterion |  Operations Scatter Diagram |  Operations Failure Mode and Effects Analysis |  Operations Weekly Review |  Operations Getting Things Done |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-90 min | 2-6 h | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 1-4 | 3-10 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | FMEA Table, Risk Priority, Mitigation Actions | Updated Task System, Weekly Focus, Next Actions | Action Lists, Project List, Review Routine |
Tagsno overlap | Root causeQualityVisualization | RiskQualityOperationsRoot cause | ProductivityExecutionPlanning | ProductivityPlanningTasksExecution |