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| Criterion |  Operations Kaizen Event |  Operations Failure Mode and Effects Analysis |  Delivery Value Stream Mapping |  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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | Medium | Low |
Timedifferent | 0.5-5 Tage | 2-6 h | 1-3 h | 15-30 min |
Participantsdifferent | 4-10 | 3-10 | 4-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | FMEA Table, Risk Priority, Mitigation Actions | Current-state map, Future-state map, Bottleneck list | Root cause notes, Countermeasures |
Tagsno overlap | LeanContinuous improvementOperations | RiskQualityOperationsRoot cause | LeanFlowWasteDelivery | Root causeIncidentLeanProblem solving |