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| Criterion |  Operations Scatter Diagram |  Decision Making Pareto Analysis |  Operations ALPEN Method |  Operations Fishbone Diagram |
|---|---|---|---|---|
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. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 30-60 min | 10-20 min daily | 30-60 min |
Participantsdifferent | 1-4 | 1-6 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Pareto Chart, Top Causes, Focus List | Daily Plan, Time Estimates, Review Notes | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | Root causeQualityVisualization | PrioritizationQualityFocusRoot cause | PlanningTime managementProductivityOperations | Root causeQualityOperations |