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| Criterion |  Decision Making Three-Point Estimation |  Operations Fishbone Diagram |  Decision Making PERT Estimation |  Operations 8D Problem Solving |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 10-30 min je Item | 30-60 min | 15-45 min | 1-6 Wochen |
Participantsdifferent | 1-8 | 2-8 | 1-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Fishbone Diagram, Cause Categories, Investigation Backlog | PERT Estimate, Expected Value, Risk Notes | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | EstimationUncertaintyForecasting | Root causeQualityOperations | EstimationUncertaintyRisk | QualityProblem solvingRoot cause |