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| Criterion |  Operations Waste Analysis |  Decision Making PERT Estimation |  Operations 5 Whys |  Operations Barrier Analysis |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-120 min | 15-45 min | 15-30 min | 2-4 h |
Participantsdifferent | 2-8 | 1-8 | 2-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | PERT Estimate, Expected Value, Risk Notes | Root cause notes, Countermeasures | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | WasteLeanProcess improvement | EstimationUncertaintyRisk | Root causeIncidentLeanProblem solving | Root causeSafetyIncident |