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| Criterion |  Operations Time Blocking |  Innovation TRIZ |  Operations Root Cause Analysis |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. | 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 | High | Medium | Low |
Timedifferent | 15-30 min Planung, laufend | 1-4 h | 1-4 h | 30-60 min |
Participantsdifferent | 1 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | PlanningTime managementFocus | InnovationProblem solvingContradictionsCreativity | Root causeProblem solvingQualityIncident | PrioritizationQualityFocusRoot cause |