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| Criterion |  Operations Kaizen Event |  Operations Failure Mode and Effects Analysis |  Delivery Value Stream Mapping |  Operations Fishbone Diagram |
|---|---|---|---|---|
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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 0.5-5 Tage | 2-6 h | 1-3 h | 30-60 min |
Participantsdifferent | 4-10 | 3-10 | 4-10 | 2-8 |
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 | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | LeanContinuous improvementOperations | RiskQualityOperationsRoot cause | LeanFlowWasteDelivery | Root causeQualityOperations |