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| Criterion |  Operations Kaizen Event |  Knowledge Modeling Knowledge Mapping |  Knowledge Modeling Concept Mapping |  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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 | Medium | Medium | High |
Timedifferent | 0.5-5 Tage | 1-3 h | 1-2 h | 2-6 h |
Participantsdifferent | 4-10 | 3-12 | 1-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Concept Map, Relationship Labels, Knowledge Gaps | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanContinuous improvementOperations | KnowledgeMappingRisk | KnowledgeConceptsMappingSensemaking | RiskQualityOperationsRoot cause |