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| Criterion |  UX Design Design Studio |  Operations Process Mapping |  Operations Gemba Walk |  Innovation Design Charrette |
|---|---|---|---|---|
Purposedifferent | When several designs need to be quickly put in relation to each other, it makes ideas visible and comparable. It encourages early variants instead of long upfront debates. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 1-3 h | 30-120 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-8 | 3-10 | 2-6 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Sketches, Concept Directions, Design Decisions | Process Map, Handoff List, Improvement Backlog | Observation Notes, Improvement Ideas | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | SketchingCollaborationIdeation | ProcessOperationsImprovement | LeanObservationProcessOperations | BrainstormingWorkshopCollaborationIdeation |