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| Criterion |  Operations Waste Analysis |  Decision Making PERT Estimation |  Operations Barrier Analysis |  Operations Fault Tree 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 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. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 45-120 min | 15-45 min | 2-4 h | 2-6 h |
Participantsdifferent | 2-8 | 1-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | PERT Estimate, Expected Value, Risk Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions |
Tagsno overlap | WasteLeanProcess improvement | EstimationUncertaintyRisk | Root causeSafetyIncident | RiskRoot causeSafety |