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| Criterion |  Operations Standard Work Analysis |  Operations Gemba Walk |  Decision Making Constraint Analysis |  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. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | Low | High |
Timedifferent | 1-3 h | 30-120 min | 30-90 min | 2-6 h |
Participantsdifferent | 2-6 | 2-6 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Observation Notes, Improvement Ideas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanProcessQuality | LeanObservationProcessOperations | ConstraintsDecisionPlanningOptions | RiskQualityOperationsRoot cause |