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| Criterion |  Operations Visual Management |  Operations Fault Tree Analysis |  Operations Gemba Walk |  Operations Barrier Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | Ongoing | 2-6 h | 30-120 min | 2-4 h |
Participantsdifferent | 1-20 | 3-8 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Observation Notes, Improvement Ideas | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | SignalsOperationsVisual management | RiskRoot causeSafety | LeanObservationProcessOperations | Root causeSafetyIncident |