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| Criterion |  Decision Making Risk Matrix |  Operations Gemba Walk |  Decision Making Pareto Analysis |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 | Low | Low | Low | High |
Timedifferent | 30-60 min | 30-120 min | 30-60 min | 2-6 h |
Participantsdifferent | 3-10 | 2-6 | 1-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Observation Notes, Improvement Ideas | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | RiskDecisionPrioritizationAssessment | LeanObservationProcessOperations | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause |