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| Criterion |  Operations Gemba Walk |  Operations Standard Work Analysis |  Innovation Reverse Brainstorming |  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. | 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | 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 | Low | High |
Timedifferent | 30-120 min | 1-3 h | 30-60 min | 2-6 h |
Participantsdifferent | 2-6 | 2-6 | 3-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Reverse Ideas, Risk Themes, Solution Ideas | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanObservationProcessOperations | LeanProcessQuality | BrainstormingIdeationCreativityRisk | RiskQualityOperationsRoot cause |