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| Criterion |  Innovation Double Diamond |  Operations Gemba Walk |  Operations Standard Work Analysis |  Operations Failure Mode and Effects 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. | 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. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | Wochen bis Monate | 30-120 min | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | 2-6 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | ProcessDivergenceInnovation | LeanObservationProcessOperations | LeanProcessQuality | RiskQualityOperationsRoot cause |