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| Criterion |  Operations Kaizen Event |  Decision Making PERT Estimation |  Operations Root Cause Analysis |  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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | 15-45 min | 1-4 h | 2-6 h |
Participantsdifferent | 4-10 | 1-8 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PERT Estimate, Expected Value, Risk Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanContinuous improvementOperations | EstimationUncertaintyRisk | Root causeProblem solvingQualityIncident | RiskQualityOperationsRoot cause |