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Selected:Visual ManagementStandard Work AnalysisAfter-Action ReviewFailure Mode and Effects Analysis
| Criterion |  Operations Visual Management |  Operations Standard Work Analysis |  Operations After-Action Review |  Operations Failure Mode and Effects 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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Low | Medium | Low | High |
Timedifferent | Ongoing | 1-3 h | 20-45 min | 2-6 h |
Participantsdifferent | 1-20 | 2-6 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Lessons learned, Action items, Event summary | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | SignalsOperationsVisual management | LeanProcessQuality | LearningOperationsImprovement | RiskQualityOperationsRoot cause |