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| Criterion |  Innovation Double Diamond |  Operations Kaizen Event |  Operations PDCA Cycle |  Operations Process Mapping |
|---|---|---|---|---|
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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Wochen bis Monate | 0.5-5 Tage | 1 h bis mehrere Wochen | 1-3 h |
Participantsdifferent | 3-12 | 4-10 | 1-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | ProcessDivergenceInnovation | LeanContinuous improvementOperations | Continuous improvementLeanExperiments | ProcessOperationsImprovement |