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| Criterion |  Operations Gemba Walk |  Operations Getting Things Done |  Operations Failure Mode and Effects Analysis |  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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | 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 | Medium | High | Medium |
Timedifferent | 30-120 min | 1-2 h Setup, laufend | 2-6 h | 1-3 h |
Participantsdifferent | 2-6 | 1 | 3-10 | 2-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Action Lists, Project List, Review Routine | FMEA Table, Risk Priority, Mitigation Actions | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | LeanObservationProcessOperations | ProductivityPlanningTasksExecution | RiskQualityOperationsRoot cause | LeanProcessQuality |