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| Criterion |  Operations Process Mapping |  Operations Change Analysis |  Operations Fault Tree Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 45-120 min | 2-6 h | 30-60 min |
Participantsdifferent | 3-10 | 2-6 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | ProcessOperationsImprovement | ChangeRoot causeTroubleshootingComparison | RiskRoot causeSafety | Root causeQualityOperations |