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| Criterion |  Operations Standard Work Analysis |  Engineering Kanban |  Operations 5 Whys |  Operations Root Cause Tree 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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | Ongoing | 15-30 min | 1-3 h |
Participantsdifferent | 2-6 | 2-12 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Kanban board, WIP policies, Flow metrics | Root cause notes, Countermeasures | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | LeanProcessQuality | FlowVisual managementDelivery | Root causeIncidentLeanProblem solving | Root causeTreeIncidentQuality |