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| Criterion |  Engineering Failure Scenario Analysis |  Operations Waste Analysis |  Operations Gemba Walk |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 45-120 min | 30-120 min | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Waste Map, Prioritized Waste, Improvement Backlog | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | FailureResilienceRisk | WasteLeanProcess improvement | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations |