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| Criterion |  Operations A3 Problem Solving |  Innovation Double Diamond |  Innovation SCAMPER |  Operations Gemba Walk |
|---|---|---|---|---|
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. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | Wochen bis Monate | 30-60 min | 30-120 min |
Participantsdifferent | 2-5 | 3-12 | 2-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | SCAMPER Idea List, Concept Shortlist, Variation Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | ProcessDivergenceInnovation | BrainstormingIdeationCreativityReframingInnovation | LeanObservationProcessOperations |