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| Criterion |  Innovation Design Thinking |  Operations PDCA Cycle |  Innovation Double Diamond |  Operations Kaizen Event |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 1 h bis mehrere Wochen | Wochen bis Monate | 0.5-5 Tage |
Participantsdifferent | 4-10 | 1-8 | 3-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | InnovationPrototypeResearch | Continuous improvementLeanExperiments | ProcessDivergenceInnovation | LeanContinuous improvementOperations |