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| Criterion |  Operations DMAIC |  Innovation Contradiction Analysis |  Operations Standard Work Analysis |  Innovation TRIZ |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 2-12 Wochen | 60-120 min | 1-3 h | 1-4 h |
Participantsdifferent | 3-10 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | Continuous improvementQualityProcess improvement | ContradictionsInnovationProblem solving | LeanProcessQuality | InnovationProblem solvingContradictionsCreativity |