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| Criterion |  Operations A3 Problem Solving |  Operations Process Mapping |  Innovation TRIZ |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Low |
Timedifferent | 45-90 min | 1-3 h | 1-4 h | 30-120 min |
Participantsdifferent | 2-5 | 3-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Process Map, Handoff List, Improvement Backlog | Contradiction Statement, Inventive Principles, Solution Concepts | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | ProcessOperationsImprovement | InnovationProblem solvingContradictionsCreativity | LeanObservationProcessOperations |