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| Criterion |  Innovation Double Diamond |  Operations After-Action Review |  Operations Theory of Constraints |  Operations Gemba Walk |
|---|---|---|---|---|
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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | Wochen bis Monate | 20-45 min | 2-4 h Analyse, laufend | 30-120 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessDivergenceInnovation | LearningOperationsImprovement | OperationsConstraintsFlowImprovement | LeanObservationProcessOperations |