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| Criterion |  Decision Making Decision Tree |  Operations Failure Mode and Effects Analysis |  Operations Gemba Walk |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | High | Low | Medium |
Timedifferent | 30-90 min | 2-6 h | 30-120 min | 1-3 h |
Participantsdifferent | 1-6 | 3-10 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | FMEA Table, Risk Priority, Mitigation Actions | Observation Notes, Improvement Ideas | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | DecisionTreeOptions | RiskQualityOperationsRoot cause | LeanObservationProcessOperations | Root causeTreeIncidentQuality |