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| Criterion |  Operations Process Mapping |  Operations 5 Whys |  Operations Barrier Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 15-30 min | 2-4 h | 30-120 min |
Participantsdifferent | 3-10 | 2-6 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Root cause notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessOperationsImprovement | Root causeIncidentLeanProblem solving | Root causeSafetyIncident | LeanObservationProcessOperations |