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| Criterion |  Innovation Design Sprint |  Operations A3 Problem Solving |  Innovation TRIZ |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | 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. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 4-5 Tage | 45-90 min | 1-4 h | 30-120 min |
Participantsdifferent | 5-8 | 2-5 | 2-8 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Prototype, Test Findings, Decision Rationale | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Inventive Principles, Solution Concepts | Observation Notes, Improvement Ideas |
Tagsno overlap | Design sprintPrototypeValidationInnovation | LeanProblem solvingCoachingOperations | InnovationProblem solvingContradictionsCreativity | LeanObservationProcessOperations |