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| Criterion |  Operations Scatter Diagram |  Operations Root Cause Analysis |  Operations Eat the Frog |  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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-90 min | 1-4 h | 15-90 min daily | 30-60 min |
Participantsdifferent | 1-4 | 3-8 | 1 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Priority Task, Completion Note, Daily Focus | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | Root causeProblem solvingQualityIncident | PrioritizationProductivityFocusExecution | PrioritizationQualityFocusRoot cause |