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| Criterion |  UX Design Design Studio |  Operations Process Mapping |  Operations Kaizen Event |  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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 0.5-5 Tage | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-8 | 3-10 | 4-10 | 10-50 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Sketches, Concept Directions, Design Decisions | Process Map, Handoff List, Improvement Backlog | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | SketchingCollaborationIdeation | ProcessOperationsImprovement | LeanContinuous improvementOperations | BrainstormingWorkshopCollaborationIdeation |