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Selected:Gemba WalkKaizen EventATAM (Architecture Tradeoff Analysis Method)Failure Mode and Effects Analysis
| Criterion |  Operations Gemba Walk |  Operations Kaizen Event |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  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 a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | ATAM helps teams weigh architecture decisions when quality goals compete. The team considers business goals, stakeholder expectations, and technical decisions together. The evaluation shows which risks need further investigation. | 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 | Medium | High | High |
Timedifferent | 30-120 min | 0.5-5 Tage | Several meetings plus preparation and analysis; total effort depends on scope | 2-6 h |
Participantsdifferent | 2-6 | 4-10 | Evaluation team, architects, and relevant stakeholders | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanObservationProcessOperations | LeanContinuous improvementOperations | ArchitectureQualityRiskTradeoffsStakeholders | RiskQualityOperationsRoot cause |