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| Criterion |  Operations ABC Analysis |  Innovation Contradiction Analysis |  Operations Kaizen Event |  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. | 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 a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | 60-120 min | 0.5-5 Tage | 1-4 h |
Participantsdifferent | 1-5 | 2-8 | 4-10 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | PrioritizationOperationsPortfolio | ContradictionsInnovationProblem solving | LeanContinuous improvementOperations | InnovationProblem solvingContradictionsCreativity |