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| Criterion |  Operations DMAIC |  Innovation TRIZ |  Operations Kaizen Event |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | 2-12 Wochen | 1-4 h | 0.5-5 Tage | 15-30 min |
Participantsdifferent | 3-10 | 2-8 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Contradiction Statement, Inventive Principles, Solution Concepts | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Root cause notes, Countermeasures |
Tagsno overlap | Continuous improvementQualityProcess improvement | InnovationProblem solvingContradictionsCreativity | LeanContinuous improvementOperations | Root causeIncidentLeanProblem solving |