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| Criterion |  Operations Process Mapping |  Operations Kaizen Event |  Operations Failure Mode and Effects Analysis |  Operations Standard Work Analysis |
|---|---|---|---|---|
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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 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 | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 0.5-5 Tage | 2-6 h | 1-3 h |
Participantsdifferent | 3-10 | 4-10 | 3-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | FMEA Table, Risk Priority, Mitigation Actions | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | ProcessOperationsImprovement | LeanContinuous improvementOperations | RiskQualityOperationsRoot cause | LeanProcessQuality |