View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Gemba Walk |  Innovation Design Thinking |  Operations Root Cause Analysis |  Operations Failure Mode and Effects 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 complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Low | High | Medium | High |
Timedifferent | 30-120 min | 1 Tag bis mehrere Wochen | 1-4 h | 2-6 h |
Participantsdifferent | 2-6 | 4-10 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Problem Statement, Prototype, Test Learnings | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanObservationProcessOperations | InnovationPrototypeResearch | Root causeProblem solvingQualityIncident | RiskQualityOperationsRoot cause |