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| Criterion |  Operations Standard Work Analysis |  Engineering Kanban |  Operations Gemba Walk |  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 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. | 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. | 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 | Ongoing | 30-120 min | 2-6 h |
Participantsdifferent | 2-6 | 2-12 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Kanban board, WIP policies, Flow metrics | Observation Notes, Improvement Ideas | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanProcessQuality | FlowVisual managementDelivery | LeanObservationProcessOperations | RiskQualityOperationsRoot cause |