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| Criterion |  Operations Standard Work Analysis |  Decision Making Pareto Analysis |  Operations Failure Mode and Effects Analysis |  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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 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 | Low | High | Low |
Timedifferent | 1-3 h | 30-60 min | 2-6 h | 30-120 min |
Participantsdifferent | 2-6 | 1-6 | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProcessQuality | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause | LeanObservationProcessOperations |