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| Criterion |  Operations Kaizen Event |  Decision Making Constraint Analysis |  Operations Failure Mode and Effects Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 0.5-5 Tage | 30-90 min | 2-6 h | 2-8 h |
Participantsdifferent | 4-10 | 2-8 | 3-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | FMEA Table, Risk Priority, Mitigation Actions | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanContinuous improvementOperations | ConstraintsDecisionPlanningOptions | RiskQualityOperationsRoot cause | Problem solvingRoot causeDecisionOperations |