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| Criterion |  Operations Process Mapping |  Operations Fault Tree Analysis |  Operations Failure Mode and Effects Analysis |  Operations After-Action Review |
|---|---|---|---|---|
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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 1-3 h | 2-6 h | 2-6 h | 20-45 min |
Participantsdifferent | 3-10 | 3-8 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | FMEA Table, Risk Priority, Mitigation Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | RiskRoot causeSafety | RiskQualityOperationsRoot cause | LearningOperationsImprovement |