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| Criterion |  Operations Change Analysis |  Operations Failure Mode and Effects Analysis |  Facilitation Alignment Mapping |  Operations Fishbone Diagram |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-120 min | 2-6 h | 1-2 h | 30-60 min |
Participantsdifferent | 2-6 | 3-10 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | FMEA Table, Risk Priority, Mitigation Actions | Alignment Map, Open Issues, Decision Questions | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskQualityOperationsRoot cause | AlignmentStakeholdersStrategyFacilitation | Root causeQualityOperations |