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| Criterion |  Innovation Contradiction Analysis |  Operations Process Mapping |  Operations Gemba Walk |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 60-120 min | 1-3 h | 30-120 min | 20-45 min |
Participantsdifferent | 2-8 | 3-10 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary |
Tagsno overlap | ContradictionsInnovationProblem solving | ProcessOperationsImprovement | LeanObservationProcessOperations | LearningOperationsImprovement |