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| Criterion |  Operations Barrier Analysis |  Facilitation Lean Coffee |  Facilitation Open Space Technology |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | When a complex topic does not yet have a fitting agenda, Open Space Technology hands topic ownership back to the participants. The format suits questions that only move forward when real interest determines the order. | 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 | Medium | Low | High | Low |
Timedifferent | 2-4 h | 30-90 min | 0.5-2 Tage | 15-30 min |
Participantsdifferent | 2-6 | 3-20 | 20-500+ | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Prioritized Topics, Discussion Notes, Action Items | Session Marketplace, Proceedings, Action Topics | Root cause notes, Countermeasures |
Tagsno overlap | Root causeSafetyIncident | FacilitationAutonomyDialogue | FacilitationLarge groupAutonomy | Root causeIncidentLeanProblem solving |