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| Criterion |  Operations ABC Analysis |  Operations Process Mapping |  Innovation Brainstorming |  Innovation Reverse 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 1-3 h | 30-60 min | 30-60 min |
Participantsdifferent | 1-5 | 3-10 | 4-12 | 3-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Process Map, Handoff List, Improvement Backlog | Idea pool, Theme clusters, Shortlist | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | PrioritizationOperationsPortfolio | ProcessOperationsImprovement | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityRisk |