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| Criterion |  Operations Fault Tree Analysis |  Facilitation Lean Coffee |  Operations Accountability Ladder |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. |
Complexitydifferent | High | Low | Low | High |
Timedifferent | 2-6 h | 30-90 min | 20-45 min | 2-6 h |
Participantsdifferent | 3-8 | 3-20 | 1-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Prioritized Topics, Discussion Notes, Action Items | Ownership Reflection, Action Commitment, Coaching Notes | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | RiskRoot causeSafety | FacilitationAutonomyDialogue | ResponsibilityLeadershipTeam | RiskQualityOperationsRoot cause |