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| Criterion |  Operations Standard Work Analysis |  Operations 8D Problem Solving |  Facilitation Stakeholder Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | High | Low | Low |
Timedifferent | 1-3 h | 1-6 Wochen | 60–90 min | 15-30 min |
Participantsdifferent | 2-6 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Stakeholder Map, Engagement Plan, Risk Notes | Root cause notes, Countermeasures |
Tagsno overlap | LeanProcessQuality | QualityProblem solvingRoot cause | StakeholdersAlignmentFacilitationChange | Root causeIncidentLeanProblem solving |