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| Criterion |  Operations Bottleneck Analysis |  Operations Gemba Walk |  Innovation TRIZ |
|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | 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 | Medium | Low | High |
Timedifferent | 1-3 h | 30-120 min | 1-4 h |
Participantsdifferent | 3-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Observation Notes, Improvement Ideas | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | FlowMeasurementConstraints | LeanObservationProcessOperations | InnovationProblem solvingContradictionsCreativity |
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