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| Criterion |  Operations Scatter Diagram |  Operations Weekly Review |  Operations Fishbone Diagram |  Operations Getting Things Done |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-90 min | 30-60 min | 30-60 min | 1-2 h Setup, laufend |
Participantsdifferent | 1-4 | 1 | 2-8 | 1 |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Scatter Plot, Korrelationsnotiz, Hypothesenliste | Updated Task System, Weekly Focus, Next Actions | Fishbone Diagram, Cause Categories, Investigation Backlog | Action Lists, Project List, Review Routine |
Tagsno overlap | Root causeQualityVisualization | ProductivityExecutionPlanning | Root causeQualityOperations | ProductivityPlanningTasksExecution |