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| Criterion |  Innovation Double Diamond |  Operations Standard Work Analysis |  Operations Kaizen Event |  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 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 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 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 | Medium | Medium | High |
Timedifferent | Wochen bis Monate | 1-3 h | 0.5-5 Tage | 2-6 h |
Participantsdifferent | 3-12 | 2-6 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | ProcessDivergenceInnovation | LeanProcessQuality | LeanContinuous improvementOperations | RiskQualityOperationsRoot cause |