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| Criterion |  Operations ABC Analysis |  Operations Gemba Walk |  Innovation Design Sprint |  Innovation Design Thinking |
|---|---|---|---|---|
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 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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 30-60 min | 30-120 min | 4-5 Tage | 1 Tag bis mehrere Wochen |
Participantsdifferent | 1-5 | 2-6 | 5-8 | 4-10 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Observation Notes, Improvement Ideas | Prototype, Test Findings, Decision Rationale | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | PrioritizationOperationsPortfolio | LeanObservationProcessOperations | Design sprintPrototypeValidationInnovation | InnovationPrototypeResearch |