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| Criterion |  Operations Standard Work Analysis |  Operations Kaizen Event |  Operations ABC 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. | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 | Medium | Low | High |
Timedifferent | 1-3 h | 0.5-5 Tage | 30-60 min | 2-6 h |
Participantsdifferent | 2-6 | 4-10 | 1-5 | 3-10 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | ABC Classification, Focus Rules, Control List | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanProcessQuality | LeanContinuous improvementOperations | PrioritizationOperationsPortfolio | RiskQualityOperationsRoot cause |