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| Criterion |  Operations Process Mapping |  Operations Standard Work Analysis |  Operations Failure Mode and Effects Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 1-3 h | 2-6 h | 15-30 min |
Participantsdifferent | 3-10 | 2-6 | 3-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | FMEA Table, Risk Priority, Mitigation Actions | Root cause notes, Countermeasures |
Tagsno overlap | ProcessOperationsImprovement | LeanProcessQuality | RiskQualityOperationsRoot cause | Root causeIncidentLeanProblem solving |