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| Criterion |  Operations Process Mapping |  Operations Kepner-Tregoe |  Operations Failure Mode and Effects Analysis |  Operations Root Cause 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-3 h | 2-8 h | 2-6 h | 1-4 h |
Participantsdifferent | 3-10 | 2-8 | 3-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Problem Analysis, Decision Analysis, Risk Plan | FMEA Table, Risk Priority, Mitigation Actions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | ProcessOperationsImprovement | Problem solvingRoot causeDecisionOperations | RiskQualityOperationsRoot cause | Root causeProblem solvingQualityIncident |