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| Criterion |  Operations Scatter Diagram |  Decision Making Risk Matrix |  Operations 5 Whys |  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. | 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. | 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 | 15-30 min | 2-6 h |
Participantsdifferent | 1-4 | 3-10 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Risk Matrix, Top Risk List | Root cause notes, Countermeasures | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Root causeQualityVisualization | RiskDecisionPrioritizationAssessment | Root causeIncidentLeanProblem solving | RiskQualityOperationsRoot cause |