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| Criterion |  Operations Scatter Diagram |  Operations Root Cause Analysis |  Operations Ivy Lee Method |  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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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 | 5-10 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 | Daily Priority List, Completion Notes | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | Root causeQualityVisualization | Root causeProblem solvingQualityIncident | PrioritizationProductivityExecution | PrioritizationQualityFocusRoot cause |