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Selected:Kaizen EventDesign ThinkingATAM (Architecture Tradeoff Analysis Method)Failure Mode and Effects Analysis
| Criterion |  Operations Kaizen Event |  Innovation Design Thinking |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 | Medium | High | High | High |
Timedifferent | 0.5-5 Tage | 1 Tag bis mehrere Wochen | Several meetings plus preparation and analysis; total effort depends on scope | 2-6 h |
Participantsdifferent | 4-10 | 4-10 | Evaluation team, architects, and relevant stakeholders | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Statement, Prototype, Test Learnings | 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 | LeanContinuous improvementOperations | InnovationPrototypeResearch | ArchitectureQualityRiskTradeoffsStakeholders | RiskQualityOperationsRoot cause |