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| Criterion |  Operations Standard Work Analysis |  Product Discovery Problem Interview |  Operations Root Cause Tree Analysis |  Operations Barrier 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 the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 30-60 min je Interview | 1-3 h | 2-4 h |
Participantsdifferent | 2-6 | 5-12 Interviews | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Problem Evidence, Risk Notes, Customer Segments | Cause Tree, Evidence Notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | LeanProcessQuality | DiscoveryInterviewsValidation | Root causeTreeIncidentQuality | Root causeSafetyIncident |