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| Criterion |  Operations Standard Work Analysis |  Operations Failure Mode and Effects Analysis |  Delivery Value Stream Mapping |  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. | 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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | High | Medium | Low |
Timedifferent | 1-3 h | 2-6 h | 1-3 h | 30-120 min |
Participantsdifferent | 2-6 | 3-10 | 4-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | FMEA Table, Risk Priority, Mitigation Actions | Current-state map, Future-state map, Bottleneck list | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProcessQuality | RiskQualityOperationsRoot cause | LeanFlowWasteDelivery | LeanObservationProcessOperations |