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| Criterion |  Innovation Design Charrette |  Operations Gemba Walk |  Operations 5 Whys |
|---|---|---|---|
Purposedifferent | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | Halber Tag bis mehrere Tage | 30-120 min | 15-30 min |
Participantsdifferent | 10-50 | 2-6 | 2-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Observation Notes, Improvement Ideas | Root cause notes, Countermeasures |
Tagsno overlap | BrainstormingWorkshopCollaborationIdeation | LeanObservationProcessOperations | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
