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| Criterion |  Operations Scatter Diagram |  Operations Pomodoro Technique |  Operations 5 Whys |  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 easily distracted solo work, the method sets clear time boundaries for concentrated work. It protects attention when large tasks would otherwise fall apart into small avoidance moves. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-90 min | 25 min Zyklen | 15-30 min | 30-60 min |
Participantsdifferent | 1-4 | 1 | 2-6 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Focus Sessions, Task Progress, Interruption Notes | Root cause notes, Countermeasures | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | FocusTime managementProductivityExecution | Root causeIncidentLeanProblem solving | PrioritizationQualityFocusRoot cause |