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| Criterion |  Operations ABC Analysis |  Operations A3 Problem Solving |  Innovation Contradiction Analysis |  Innovation TRIZ |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-60 min | 45-90 min | 60-120 min | 1-4 h |
Participantsdifferent | 1-5 | 2-5 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanProblem solvingCoachingOperations | ContradictionsInnovationProblem solving | InnovationProblem solvingContradictionsCreativity |