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| Criterion |  Operations Visual Management |  Operations Failure Mode and Effects Analysis |  Decision Making PERT Estimation |  Operations Fishbone Diagram |
|---|---|---|---|---|
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 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | Ongoing | 2-6 h | 15-45 min | 30-60 min |
Participantsdifferent | 1-20 | 3-10 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | FMEA Table, Risk Priority, Mitigation Actions | PERT Estimate, Expected Value, Risk Notes | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | SignalsOperationsVisual management | RiskQualityOperationsRoot cause | EstimationUncertaintyRisk | Root causeQualityOperations |