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| Criterion |  Operations Gemba Walk |  Operations Failure Mode and Effects Analysis |  Business Strategy Strategy Execution Loop |  Operations Standard Work 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 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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 30-120 min | 2-6 h | Initial 3-6 h, then monthly or quarterly reviews | 1-3 h |
Participantsdifferent | 2-6 | 3-10 | 5-12 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | FMEA Table, Risk Priority, Mitigation Actions | Execution Loop, Review Cadence, Strategic Learning Log | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | LeanObservationProcessOperations | RiskQualityOperationsRoot cause | ExecutionCadenceLearningGovernance | LeanProcessQuality |