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| Criterion |  Innovation Brainwriting |  Operations A3 Problem Solving |  Operations After-Action Review |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 15-30 min | 45-90 min | 20-45 min | 0.5-5 Tage |
Participantsdifferent | 3-12 | 2-5 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | LeanContinuous improvementOperations |