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| Criterion |  Operations Change Analysis |  Operations Waste Analysis |  Operations 5 Whys |  Operations Barrier Analysis |
|---|---|---|---|---|
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 that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-120 min | 45-120 min | 15-30 min | 2-4 h |
Participantsdifferent | 2-6 | 2-8 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Waste Map, Prioritized Waste, Improvement Backlog | Root cause notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | WasteLeanProcess improvement | Root causeIncidentLeanProblem solving | Root causeSafetyIncident |