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| Criterion |  Operations Scatter Diagram |  Operations Getting Things Done |  Operations 5 Whys |  Operations Weekly Review |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-90 min | 1-2 h Setup, laufend | 15-30 min | 30-60 min |
Participantsdifferent | 1-4 | 1 | 2-6 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Action Lists, Project List, Review Routine | Root cause notes, Countermeasures | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | Root causeQualityVisualization | ProductivityPlanningTasksExecution | Root causeIncidentLeanProblem solving | ProductivityExecutionPlanning |