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| Criterion |  Operations Scatter Diagram |  Decision Making Pareto Analysis |  Operations ALPEN Method |  Operations Failure Mode and Effects 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. | 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. | 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. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 30-90 min | 30-60 min | 10-20 min daily | 2-6 h |
Participantsdifferent | 1-4 | 1-6 | 1 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Pareto Chart, Top Causes, Focus List | Daily Plan, Time Estimates, Review Notes | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeQualityVisualization | PrioritizationQualityFocusRoot cause | PlanningTime managementProductivityOperations | RiskQualityOperationsRoot cause |