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| Criterion |  Operations Process Mapping |  Operations Learning Review |  Operations Failure Mode and Effects Analysis |  Operations Root Cause Tree 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 1-3 h | 2-6 h | 1-3 h |
Participantsdifferent | 3-10 | 3-10 | 3-10 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Learning Review Notes, System Factors, Improvement Actions | FMEA Table, Risk Priority, Mitigation Actions | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | ProcessOperationsImprovement | LearningRetrospectiveIncidentOperations | RiskQualityOperationsRoot cause | Root causeTreeIncidentQuality |