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| Criterion |  Innovation Double Diamond |  Operations ABC Analysis |  Operations Kaizen Event |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Wochen bis Monate | 30-60 min | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 3-12 | 1-5 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | ABC Classification, Focus Rules, Control List | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | ProcessDivergenceInnovation | PrioritizationOperationsPortfolio | LeanContinuous improvementOperations | ProcessOperationsImprovement |