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| Criterion |  Operations Gemba Walk |  Operations Barrier Analysis |  Systems Thinking Current Reality Tree |  Operations MORT Analysis |
|---|---|---|---|---|
Purposedifferent | 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 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | For a safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 30-120 min | 2-4 h | 2-6 h | Mehrere Tage bis Wochen |
Participantsdifferent | 2-6 | 2-6 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Tree, Core Problems, Intervention Ideas | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations |
Tagsno overlap | LeanObservationProcessOperations | Root causeSafetyIncident | Systems thinkingRoot causeConstraintsCausality | Root causeSafetySystemicIncident |