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| Criterion |  Operations Process Mapping |  Operations Standard Work Analysis |  Operations After-Action Review |  Operations Failure Mode and Effects 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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 1-3 h | 20-45 min | 2-6 h |
Participantsdifferent | 3-10 | 2-6 | 3-12 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Lessons learned, Action items, Event summary | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | ProcessOperationsImprovement | LeanProcessQuality | LearningOperationsImprovement | RiskQualityOperationsRoot cause |