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| Criterion |  Innovation Double Diamond |  Operations Gemba Walk |  Operations Bottleneck Analysis |  Operations Theory of Constraints |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | Wochen bis Monate | 30-120 min | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 3-12 | 2-6 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | ProcessDivergenceInnovation | LeanObservationProcessOperations | FlowMeasurementConstraints | OperationsConstraintsFlowImprovement |