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| Criterion |  Operations DMAIC |  Innovation Double Diamond |  Operations Gemba Walk |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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. | 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. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 2-12 Wochen | Wochen bis Monate | 30-120 min | 2-6 h |
Participantsdifferent | 3-10 | 3-12 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Continuous improvementQualityProcess improvement | ProcessDivergenceInnovation | LeanObservationProcessOperations | RiskQualityOperationsRoot cause |