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| Criterion |  Operations Waste Analysis |  Knowledge Modeling Concept Mapping |  Knowledge Modeling Knowledge Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-120 min | 1-2 h | 1-3 h | 15-30 min |
Participantsdifferent | 2-8 | 1-8 | 3-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Concept Map, Relationship Labels, Knowledge Gaps | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Root cause notes, Countermeasures |
Tagsno overlap | WasteLeanProcess improvement | KnowledgeConceptsMappingSensemaking | KnowledgeMappingRisk | Root causeIncidentLeanProblem solving |