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 |  Operations Failure Mode and Effects Analysis |  Operations Process Mapping |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-120 min | 2-6 h | 1-3 h | 15-30 min |
Participantsdifferent | 2-6 | 3-10 | 3-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | FMEA Table, Risk Priority, Mitigation Actions | Process Map, Handoff List, Improvement Backlog | Root cause notes, Countermeasures |
Tagsno overlap | LeanObservationProcessOperations | RiskQualityOperationsRoot cause | ProcessOperationsImprovement | Root causeIncidentLeanProblem solving |