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| Criterion |  Operations Fault Tree Analysis |  Operations Process Mapping |  Operations Gemba Walk |  Operations After-Action Review |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-6 h | 1-3 h | 30-120 min | 20-45 min |
Participantsdifferent | 3-8 | 3-10 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | RiskRoot causeSafety | ProcessOperationsImprovement | LeanObservationProcessOperations | LearningOperationsImprovement |