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| Criterion |  Innovation Double Diamond |  Operations Kaizen Event |  Innovation Design Sprint |  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. | 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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 | Medium | High | Medium |
Timedifferent | Wochen bis Monate | 0.5-5 Tage | 4-5 Tage | 45-90 min |
Participantsdifferent | 3-12 | 4-10 | 5-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Prototype, Test Findings, Decision Rationale | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProcessDivergenceInnovation | LeanContinuous improvementOperations | Design sprintPrototypeValidationInnovation | LeanProblem solvingCoachingOperations |