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| Criterion |  Operations Standard Work Analysis |  Operations ALPEN Method |  Operations Kaizen Event |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 10-20 min daily | 0.5-5 Tage | 2-6 h |
Participantsdifferent | 2-6 | 1 | 4-10 | 3-10 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Daily Plan, Time Estimates, Review Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanProcessQuality | PlanningTime managementProductivityOperations | LeanContinuous improvementOperations | RiskQualityOperationsRoot cause |