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| Criterion |  Innovation How Might We |  Operations Process Mapping |  Operations Standard Work Analysis |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | 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. | 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 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 | Medium | High |
Timedifferent | 30–45 min | 1-3 h | 1-3 h | 2-6 h |
Participantsdifferent | 1-10 | 3-10 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Process Map, Handoff List, Improvement Backlog | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | FramingOpportunityIdeationQuestions | ProcessOperationsImprovement | LeanProcessQuality | RiskQualityOperationsRoot cause |