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| Criterion |  Innovation Double Diamond |  Operations PDCA Cycle |  Operations DMAIC |  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. | 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. | 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. | 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 | 1 h bis mehrere Wochen | 2-12 Wochen | 0.5-5 Tage |
Participantsdifferent | 3-12 | 1-8 | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | ProcessDivergenceInnovation | Continuous improvementLeanExperiments | Continuous improvementQualityProcess improvement | LeanContinuous improvementOperations |