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| Criterion |  Operations Standard Work Analysis |  Operations After-Action Review |  Operations Failure Mode and Effects Analysis |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 20-45 min | 2-6 h | 30-120 min |
Participantsdifferent | 2-6 | 3-12 | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Lessons learned, Action items, Event summary | FMEA Table, Risk Priority, Mitigation Actions | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProcessQuality | LearningOperationsImprovement | RiskQualityOperationsRoot cause | LeanObservationProcessOperations |