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| Criterion |  Operations ABC Analysis |  Innovation TRIZ |  Operations Kaizen Event |  Innovation Contradiction Analysis |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-60 min | 1-4 h | 0.5-5 Tage | 60-120 min |
Participantsdifferent | 1-5 | 2-8 | 4-10 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Contradiction Statement, Inventive Principles, Solution Concepts | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | PrioritizationOperationsPortfolio | InnovationProblem solvingContradictionsCreativity | LeanContinuous improvementOperations | ContradictionsInnovationProblem solving |