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| Criterion |  Innovation Contradiction Analysis |  Innovation TRIZ |  Operations Kaizen Event |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | 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. | 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 60-120 min | 1-4 h | 0.5-5 Tage | 2-8 h |
Participantsdifferent | 2-8 | 2-8 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Contradiction Statement, Inventive Principles, Solution Concepts | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ContradictionsInnovationProblem solving | InnovationProblem solvingContradictionsCreativity | LeanContinuous improvementOperations | Problem solvingRoot causeDecisionOperations |