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| Criterion |  Operations Scatter Diagram |  Decision Making Risk Matrix |  Operations 5 Whys |
|---|---|---|---|
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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 30-90 min | 30-60 min | 15-30 min |
Participantsdifferent | 1-4 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Risk Matrix, Top Risk List | Root cause notes, Countermeasures |
Tagsno overlap | Root causeQualityVisualization | RiskDecisionPrioritizationAssessment | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
