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| Criterion |  Operations Kaizen Event |  Operations Failure Mode and Effects Analysis |  Operations Gemba Walk |  Operations 8D Problem Solving |
|---|---|---|---|---|
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 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. | 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 0.5-5 Tage | 2-6 h | 30-120 min | 1-6 Wochen |
Participantsdifferent | 4-10 | 3-10 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | FMEA Table, Risk Priority, Mitigation Actions | Observation Notes, Improvement Ideas | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | LeanContinuous improvementOperations | RiskQualityOperationsRoot cause | LeanObservationProcessOperations | QualityProblem solvingRoot cause |