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| Criterion |  Decision Making Pre-Mortem |  Operations Failure Mode and Effects Analysis |  Operations Gemba Walk |  Operations Standard Work Analysis |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20–45 min | 2-6 h | 30-120 min | 1-3 h |
Participantsdifferent | Small cross-functional group | 3-10 | 2-6 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | FMEA Table, Risk Priority, Mitigation Actions | Observation Notes, Improvement Ideas | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | RiskDecisionFailurePlanning | RiskQualityOperationsRoot cause | LeanObservationProcessOperations | LeanProcessQuality |