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| Criterion |  Operations A3 Problem Solving |  Innovation SCAMPER |  Operations Gemba Walk |  Innovation Brainstorming |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 30-120 min | 30-60 min |
Participantsdifferent | 2-5 | 2-10 | 2-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | SCAMPER Idea List, Concept Shortlist, Variation Notes | Observation Notes, Improvement Ideas | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | LeanProblem solvingCoachingOperations | BrainstormingIdeationCreativityReframingInnovation | LeanObservationProcessOperations | BrainstormingIdeationCreativityWorkshopDivergence |