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| Criterion |  Innovation Crazy 8s |  Operations Kaizen Event |  Operations Gemba Walk |  Innovation Double Diamond |
|---|---|---|---|---|
Purposedifferent | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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. | 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. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 8-15 min | 0.5-5 Tage | 30-120 min | Wochen bis Monate |
Participantsdifferent | 1-10 | 4-10 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Sketch Set, Idea Shortlist, Direction Options | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Problem Statement, Solution Options, Prototypes, Deliverables per Phase |
Tagsno overlap | BrainstormingSketchingSpeedDivergenceDesign sprint | LeanContinuous improvementOperations | LeanObservationProcessOperations | ProcessDivergenceInnovation |