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| Criterion |  Knowledge Modeling Knowledge Mapping |  Operations Waste Analysis |  Operations Failure Mode and Effects Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 45-120 min | 2-6 h | 15-30 min |
Participantsdifferent | 3-12 | 2-8 | 3-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Waste Map, Prioritized Waste, Improvement Backlog | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures |
Tagsno overlap | KnowledgeMappingRisk | WasteLeanProcess improvement | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving |