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| Criterion |  Innovation Design Sprint |  Innovation TRIZ |  Operations 5 Whys |  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 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 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. | 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 | High | Low | Medium |
Timedifferent | 4-5 Tage | 1-4 h | 15-30 min | 45-90 min |
Participantsdifferent | 5-8 | 2-8 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Contradiction Statement, Inventive Principles, Solution Concepts | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Design sprintPrototypeValidationInnovation | InnovationProblem solvingContradictionsCreativity | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |