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| Criterion |  Agile WSJF |  Operations PDCA Cycle |  Decision Making Pareto Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 45-90 min | 1 h bis mehrere Wochen | 30-60 min | 15-30 min |
Participantsdifferent | 3-10 | 1-8 | 1-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Pareto Chart, Top Causes, Focus List | Root cause notes, Countermeasures |
Tagsno overlap | LeanEconomicsSequencePrioritization | Continuous improvementLeanExperiments | PrioritizationQualityFocusRoot cause | Root causeIncidentLeanProblem solving |