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| Criterion |  Innovation Design Sprint |  Operations Kaizen Event |  Innovation Double Diamond |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 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 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 4-5 Tage | 0.5-5 Tage | Wochen bis Monate | 45-90 min |
Participantsdifferent | 5-8 | 4-10 | 3-12 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Design sprintPrototypeValidationInnovation | LeanContinuous improvementOperations | ProcessDivergenceInnovation | LeanProblem solvingCoachingOperations |