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| Criterion |  Operations ABC Analysis |  Operations PDCA Cycle |  Innovation Design Charrette |  Innovation Brainstorming |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 1 h bis mehrere Wochen | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 1-5 | 1-8 | 10-50 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | PrioritizationOperationsPortfolio | Continuous improvementLeanExperiments | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityWorkshopDivergence |