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| Criterion |  Innovation Double Diamond |  Operations Gemba Walk |  Operations ABC Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | Wochen bis Monate | 30-120 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 1-5 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProcessDivergenceInnovation | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | LeanProblem solvingCoachingOperations |