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| Criterion |  Innovation Brainwriting |  Operations Failure Mode and Effects Analysis |  Operations Gemba Walk |
|---|---|---|---|
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 process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. |
Complexitydifferent | Low | High | Low |
Timedifferent | 15-30 min | 2-6 h | 30-120 min |
Participantsdifferent | 3-12 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | FMEA Table, Risk Priority, Mitigation Actions | Observation Notes, Improvement Ideas |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | RiskQualityOperationsRoot cause | LeanObservationProcessOperations |
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