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| Criterion |  Operations Kaizen Event |  Decision Making Pareto Analysis |  Operations Failure Mode and Effects Analysis |  Operations A3 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. | 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 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 0.5-5 Tage | 30-60 min | 2-6 h | 45-90 min |
Participantsdifferent | 4-10 | 1-6 | 3-10 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanContinuous improvementOperations | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause | LeanProblem solvingCoachingOperations |