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| Criterion |  Agile WSJF |  Decision Making Pareto Analysis |  Operations 8D Problem Solving |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 45-90 min | 30-60 min | 1-6 Wochen | 45-90 min |
Participantsdifferent | 3-10 | 1-6 | 4-10 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Pareto Chart, Top Causes, Focus List | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanEconomicsSequencePrioritization | PrioritizationQualityFocusRoot cause | QualityProblem solvingRoot cause | LeanProblem solvingCoachingOperations |