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| Criterion |  Innovation Double Diamond |  Operations Kaizen Event |  Operations Standard Work Analysis |  Operations DMAIC |
|---|---|---|---|---|
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 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 problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | Wochen bis Monate | 0.5-5 Tage | 1-3 h | 2-12 Wochen |
Participantsdifferent | 3-12 | 4-10 | 2-6 | 3-10 |
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 | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Project Charter, Measurement Plan, Cause Analysis, Control Plan |
Tagsno overlap | ProcessDivergenceInnovation | LeanContinuous improvementOperations | LeanProcessQuality | Continuous improvementQualityProcess improvement |