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| Criterion |  Operations Waste Analysis |  Engineering Failure Scenario Analysis |  Delivery Value Stream Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-120 min | 1-3 h | 1-3 h | 20–45 min |
Participantsdifferent | 2-8 | 3-8 | 4-10 | Small cross-functional group |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Current-state map, Future-state map, Bottleneck list | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | WasteLeanProcess improvement | FailureResilienceRisk | LeanFlowWasteDelivery | RiskDecisionFailurePlanning |