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| Criterion |  Operations Process Mapping |  Agile WSJF |  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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 | High | High | Medium |
Timedifferent | 1-3 h | 45-90 min | 2-6 h | 1-3 h |
Participantsdifferent | 3-10 | 3-10 | 3-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Ranked Backlog, Cost-of-Delay Assumptions | FMEA Table, Risk Priority, Mitigation Actions | Standard Work Sheet, Deviation List, Improved Standard, Training Needs |
Tagsno overlap | ProcessOperationsImprovement | LeanEconomicsSequencePrioritization | RiskQualityOperationsRoot cause | LeanProcessQuality |