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| Criterion |  Operations Change Analysis |  Operations Waste Analysis |  Operations Root Cause Tree 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 problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 45-120 min | 45-120 min | 1-3 h |
Participantsdifferent | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Waste Map, Prioritized Waste, Improvement Backlog | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | WasteLeanProcess improvement | Root causeTreeIncidentQuality |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
