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| Criterion |  Operations Visual Management |  Operations Standard Work Analysis |  Operations Kaizen Event |  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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | Medium | High |
Timedifferent | Ongoing | 1-3 h | 0.5-5 Tage | 2-6 h |
Participantsdifferent | 1-20 | 2-6 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | SignalsOperationsVisual management | LeanProcessQuality | LeanContinuous improvementOperations | RiskQualityOperationsRoot cause |