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| Criterion |  Operations A3 Problem Solving |  Innovation Design Charrette |  Operations Gemba Walk |  Innovation Lotus Blossom |
|---|---|---|---|---|
Purposedifferent | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | Halber Tag bis mehrere Tage | 30-120 min | 45-90 min |
Participantsdifferent | 2-5 | 10-50 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Observation Notes, Improvement Ideas | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | LeanProblem solvingCoachingOperations | BrainstormingWorkshopCollaborationIdeation | LeanObservationProcessOperations | BrainstormingIdeationCreativityDivergenceWorkshop |