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| Criterion |  Operations Kaizen Event |  Operations Failure Mode and Effects Analysis |  Decision Making Pareto Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 0.5-5 Tage | 2-6 h | 30-60 min | 15-30 min |
Participantsdifferent | 4-10 | 3-10 | 1-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | FMEA Table, Risk Priority, Mitigation Actions | Pareto Chart, Top Causes, Focus List | Root cause notes, Countermeasures |
Tagsno overlap | LeanContinuous improvementOperations | RiskQualityOperationsRoot cause | PrioritizationQualityFocusRoot cause | Root causeIncidentLeanProblem solving |