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| Criterion |  Operations Waste Analysis |  Operations Failure Mode and Effects Analysis |  Operations Kepner-Tregoe |  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. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | High | Low |
Timedifferent | 45-120 min | 2-6 h | 2-8 h | 15-30 min |
Participantsdifferent | 2-8 | 3-10 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | FMEA Table, Risk Priority, Mitigation Actions | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | WasteLeanProcess improvement | RiskQualityOperationsRoot cause | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |