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| Criterion |  Operations Change Analysis |  Operations Waste Analysis |  Operations Root Cause Tree Analysis |  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 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. | 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 | Medium | Medium |
Timedifferent | 45-120 min | 45-120 min | 1-3 h | 2-4 h |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Waste Map, Prioritized Waste, Improvement Backlog | Cause Tree, Evidence Notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | WasteLeanProcess improvement | Root causeTreeIncidentQuality | Root causeSafetyIncident |