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| Criterion |  Innovation Double Diamond |  Operations Bottleneck Analysis |  Operations Gemba Walk |  Operations Kaizen Event |
|---|---|---|---|---|
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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Wochen bis Monate | 1-3 h | 30-120 min | 0.5-5 Tage |
Participantsdifferent | 3-12 | 3-8 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Observation Notes, Improvement Ideas | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | ProcessDivergenceInnovation | FlowMeasurementConstraints | LeanObservationProcessOperations | LeanContinuous improvementOperations |