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| Criterion |  Innovation Brainwriting |  Operations Kaizen Event |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 15-30 min | 0.5-5 Tage | 2-6 h |
Participantsdifferent | 3-12 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | LeanContinuous improvementOperations | RiskQualityOperationsRoot cause |
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