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| Criterion |  Operations Kaizen Event |  Operations Standard Work Analysis |  Operations DMAIC |  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. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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 | High | High |
Timedifferent | 0.5-5 Tage | 1-3 h | 2-12 Wochen | 2-6 h |
Participantsdifferent | 4-10 | 2-6 | 3-10 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Project Charter, Measurement Plan, Cause Analysis, Control Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanContinuous improvementOperations | LeanProcessQuality | Continuous improvementQualityProcess improvement | RiskQualityOperationsRoot cause |