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| Criterion |  Operations 5 Whys |  Innovation Brainstorming |  Operations A3 Problem Solving |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 15-30 min | 30-60 min | 45-90 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-6 | 4-12 | 2-5 | 10-50 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Root cause notes, Countermeasures | Idea pool, Theme clusters, Shortlist | A3 Report, Action Plan, Root Cause Analysis | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | Root causeIncidentLeanProblem solving | BrainstormingIdeationCreativityWorkshopDivergence | LeanProblem solvingCoachingOperations | BrainstormingWorkshopCollaborationIdeation |