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| Criterion |  Innovation Double Diamond |  Operations Gemba Walk |  DevOps Game Day |  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. | 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. | In preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. | 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 | Low | High | Medium |
Timedifferent | Wochen bis Monate | 30-120 min | Halber Tag | 0.5-5 Tage |
Participantsdifferent | 3-12 | 2-6 | 5-20 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas | Simulation Notes, Gaps List, Updated Runbooks | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | ProcessDivergenceInnovation | LeanObservationProcessOperations | ResilienceOperationsIncident | LeanContinuous improvementOperations |