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| Criterion |  Innovation Double Diamond |  Delivery Cost of Delay |  Operations Gemba Walk |  Operations ABC Analysis |
|---|---|---|---|---|
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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | Wochen bis Monate | 90-180 min | 30-120 min | 30-60 min |
Participantsdifferent | 3-12 | 3-8 | 2-6 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | CoD Table, Prioritization Sequence | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List |
Tagsno overlap | ProcessDivergenceInnovation | PrioritizationDeliveryEconomicsDecision | LeanObservationProcessOperations | PrioritizationOperationsPortfolio |